060325 AS FY 25-26 Budget Adoption Proposed Budget Book — City Council - Successor Agency

ADOPTED OPERATING &

CAPITAL IMPROVEMENTS
BUDGET
2025 - 2026

FISCAL YEAR

CITY OF FULLERTON, CA
WWW.CITYOFFULLERTON.COM

CITY OF FULLERTON, CA
Fiscal Year 2025-26
Proposed Operating
& Capital Improvements Budget

MAYOR MAYOR PRO TEM

FRED JUNG SHANA CHARLES
DISTRICT 1 DISTRICT 3

COUNCIL MEMBER COUNCIL MEMBER COUNCIL MEMBER

NICK DUNLAP JAMIE VALENCIA AHMAD ZAHRA
DISTRICT 2 DISTRICT 4 DISTRICT 5

CITY MANAGER
ERIC J. LEVITT

POLICE CHIEF LIBRARY DIRECTOR FIRE CHIEF

JONATHAN RADUS JUDY BOOTH ADAM LOESER EDDIE MANFRO

INTERIM DIRECTOR OF ADMINISTRATIVE SERVICES DIRECTOR OF PUBLIC WORKS

KINGSLEY OKEREKE STEPHEN BISE

DIRECTOR OF COMMUNITY & ECONOMIC DEVELOPMENT

SUNAYANA THOMAS

DEPUTY CITY MANAGER/ACTING DIRECTOR OF PARKS & RECREATION

DAISY PEREZ

DIRECTOR OF HUMAN RESOURCES

CITY OF FULLERTON

CITY OFFICIALS

ELECTED OFFICALS

EXECUTIVE TEAM

City Manager Eric J. Levitt
Deputy City Manager Daisy Perez
Interim Director of Administrative Services Kingsley Okereke Budget & Purchasing Manager Steven Avalos
Senior Budget Analyst Cinndy Barrios
Adminstrative Assistant Noah Hyun
All City Departments Department Heads
Department Budget Liaisons

SUBMITTED BY

PREPARED BY BUDGET OFFICE

IN COLLABORATION WITH

CITY OF FULLERTON, CA
Fiscal Year 2025-26
Proposed Operating
& Capital Improvements Budget

CITY OF FULLERTON

TABLE OF CONTENTS
Introduction Page
City Manager's Budget Message…................................................................................................................ . i City Organization Chart ….............................................................................................................................. 1 City Profile ….................................................................................................................................................. 3 Budget Guide …............................................................................................................................................. . 7
Performance Measures................................................................................................................................... 11 Budget Summaries
Budget Summary - All Funds …..................................................................................................................... . A-1
Revenues and Expenditures Graphs - All Funds …....................................................................................... A-2 General Fund Summary …............................................................................................................................. A-3 General Fund Revenues …............................................................................................................................ A-4 General Fund Expenditures ........................................................................................................................... A-6 Summary of Budgeted Positions .................................................................................................................... A-7 Summary of Changes to Budgeted Positions ................................................................................................ A-8 Fund Balances Summary …....................................................................................................................…... . A-9 Interfund Transfers …...........................................................................................................................…...... . A-11 Revenue Detail by Fund …...................................................................................................................…...... A-12 Expenditures by Fund & Department …...............................................................................................…...... . A-22 Expenditures by Fund, Department & Category …...............................................................................…...... A-28 Department Budget Sections
City Council ….......................................................................................................................................…..... . B-1
City Manager ….....................................................................................................................................…..... . C-1 Administrative Services ….....................................................................................................................…..... . D-1 Human Resources …............................................................................................................................…...... E-1 Fire Department ….................................................................................................................................…..... F-1 Police Department ….............................................................................................................................…..... G-1 Community & Economic Development …..............................................................................................…..... H-1 Information Technology ….....................................................................................................................…..... I-1 Public Works …......................................................................................................................................…..... J-1 Library …................................................................................................................................................…..... K-1 Parks & Recreation …............................................................................................................................…..... L-1 Appendix
Debt Service ...........................................................................................................................…....................

AP-1
Glossary of Terms ...................................................................................................................…................... AP-3 Adopted Resolutions ...............................................................................................................…................... AP-6 Capital Improvements Program Budget
Capital Improvements Program (CIP) Introduction........................................................................…............. . CIP-INTRO
Capital Improvements Program (CIP) Overview …...............................................................................…...... CIP-1 Street Improvements …..........................................................................................................................….... . CIP-2
Maintenance Services ….......................................................................................................................…..... . CIP-36 Police ….................................................................................................................................................…..... CIP-44 Parks & Recreation …............................................................................................................................…..... CIP-46

CITY OF FULLERTON, CA
Fiscal Year 2025-26
Proposed Operating
& Capital Improvements Budget

City Manager’s Office

303 West Commonwealth Avenue, Fullerton, California 92832-1775 (714) 73
8-6310  [email protected]  www.cityoffullerton.com June 3, 2025
City Manager Budget Message PLACEHOLDER
TO BE INCLUDED IN FINAL FY 2025-26 ADOPTED BUDGET BOOK

DOCUMENT

CITY OF FULLERTON, CA
Fiscal Year 2025-26
Proposed Operating
& Capital Improvements Budget

CITY OF FULLERTON

ORGANIZATION CHART
City Organizational Chart | 1
Residents of Fullerton
City Attorney
City Council
Boards &
Commissions
Library Board of
Trustees
City Manager
City Clerk
Keeping Us
Safe
Police
Fire
Providing the
Necessities
Public Works
(Engineering &
Maintenance
Services)
Supporting
Quality of Life
Community &
Economic
Development
Supporting
Activities
Administrative
Services
Human
Resources
Information
Technology
Leisure
Activities
Library
Parks &
Receration

CITY OF FULLERTON, CA
Fiscal Year 2025-26
Proposed Operating
& Capital Improvements Budget

FULLERTON CITY PROFILE
3 HISTORY
The lands now occupied by the City of Fullerton
were part of the land granted to Juan Pacifico
Ontiveros in 1837 by the Mexican Governor, Juan
Alvarado. Domingo Bastanchury, who was born in
France and immigrated to California in 1860, began
acquiring some of the land that had once belonged
to Stearns in the 1870s. He ultimately owned 1,200
acres south of Fullerton and 6,000 acres northwest
of Fullerton.

With an ample supply of oil resources, people were
drawn to northern Orange County. In the late 1880s,
George H. Fullerton helped bring rail lines to the
area, and in 1887, Massachusetts grain merchants
George and Edward Amerige founded the City of
Fullerton. The City was officially incorporated in
1904, becoming Orange County's fourth city.

Am
erige Bros. Real Estate
336 W. Commonwealth Avenue

LOCATION
Located in North Orange County, Fullerton
encompasses 22.3 square miles and is approximately
25 miles southeast of Los Angeles, 20 minutes from
Disneyland, and 15 miles northwest of John Wayne
Airport. Conveniently located near the SR-91, I-5, and
SR-57 freeways, Fullerton is a full-service city
renowned for its unique mix of residential, educational, commercial, and industrial environments. With a
population of 140,541 Fullerton is the 42
nd largest city
in the State and 6th largest city in Orange County.

CITY GOVERNMENT
Fullerton is a “general law” city, meaning it derives its powers from acts of the State Legislature. Fullerton is a "Council-Manager" form of government. The City
Council enacts policy and provides the political
leadership, while the City Manager directs City
departments in carrying out that policy.

LOCAL ECONOMY
The Fullerton business community is diverse and
balanced with no single industry or business
dominating its local economy. The top three industries
within Fullerton are General Consumer Goods,
Business and Industry, and Restaurants. Major
employers in Fullerton include California State
University-Fullerton, Fullerton Community College,
Fullerton School District, St. Jude Hospital, Raytheon
Systems Company, and AJ Kirkwood & Associates Inc.

Source: Q4 2023 Sales Tax Update

FULLERTON CITY PROFILE
4 EDUCATION
Known as "The Education Community", Fullerton is
home to numerous award-winning educational
institutions, including California State University,
Fullerton. As of 2021, Fullerton’s public elementary
schools have 11 California Distinguished Schools
awards, 5 Golden Bell awards, and 4 National Blue-
Ribbon awards.

No. of Schools
Fullerton Elementary School District 15
Junior High School 3
Fullerton Joint Union School District 4
Private Schools (K-12) 11
Postsecondary Education 5

RECREATIONAL ACTIVITIES
With more than 50 City parks, a museum, a cultural
center, and a library, there is something for everyone
in the City of Fullerton! Other recreational facilities include two sports complexes, a golf course, tennis
center, airport, and arboretum. The Fullerton
Community Center hosts various senior programs,
weekly farmers markets, and recreation classes for
kids and adults.

The Cit
y of Fullerton offers 30 miles of recreational
trails, perfect for hikers, equestrians, mountain bike
riders and outdoor enthusiasts. A few trails and parks
include:
 West Coyote Hills Trail
 Hillcre
st Park
 L
aguna Lake Park

TRANSPORTATION FACILITIES
Since 1992 Metrolink has provided Southern California
commuters with reliable and affordable rail service
along its more than 500-mile rail system. On any given
workday, an average of 3,000 commuters travel
through the Fullerton Transportation Center, making it
the busiest stop along Metrolink’s Orange County
route.

Metrolink - 120 E. Santa Fe Ave.

AMTRAK - 120 E. Santa Fe Ave.

Fullerton Airport - 4011 W. Commonwealth Ave.

OCTA (Orange County Transportation Authority)

HISTORIC DOWNTOWN FULLERTON
Looking for something to do? Downtown Fullerton
offers a rustic old town atmosphere with a cluster of
more than 70 historic buildings, sidewalk cafes,
entertainment venues, boutiques, bars and
restaurants. The SOCO (South of Commonwealth)
District is an area with local businesses, eateries and lounges that are on Santa Fe Avenue, both east and
west of Harbor Boulevard.

Kids Splash Pad
Thursday Downtown Market
125 E
. Wilshire Ave.

FULLERTON CITY PROFILE
5 MISCELLANEOUS STATISTICS

Founded: 1887
Date of Incorporation: 1904
The Name: The City was named for George H. Fullerton, the Santa Fe Railway land agent who routed the railroad through the City.

The Seal: Designed by artist Tom Van Sant, the figures shown in the seal are stylized depictions of the qualities important to the City of Fullerton. The orange tree refers to the City's agricultural beginnings; the man, woman, and child represent families; and the open book represents the City's commitment to providing educational and cultural opportunities to its citizens.

Size: 22.3 square miles
Population: 141,278
Median Age: 36
Average Household Income: $127,000
Households with College Degrees: 43.6%
City Tree: Jacaranda
City Flower: Carnation
Fullerton Airport Flights per Year: ~84,000
Annual Budget: $270.5 million (FY 2025-26)
General Fund Budget: $137.8 million (FY 2025-26)
Number of Fire Stations: 6
Miles of City Streets: 285
Miles of Sewers: 320
Miles of Storm Drains: 68.14

CITY OF FULLERTON, CA
Fiscal Year 2025-26
Proposed Operating
& Capital Improvements Budget

BUDGET GUIDE
Budget Guide | 7
The Budget Book document is the City’s financial planning document and fiscal transparency tool that summarizes the City’s resources (taxpayer dollars and revenues) and provides an “Operating Plan” on how the City will provide municipal services and programming levels to the community for each given fiscal year. The City operates on a fiscal year basis, starting on July 1
st and ending on June 30th of every year.

While the Budget Book appears simple and straightforward, the Budget Process and foundation of budgeting is a much “more than meets the eye” approach that is a comprehensive, Citywide effort. In order to guide the reader to navigate the Budget Book document, the Budget Guide section presents: an overview of the City’s Budget Process, its key Financial and Budget Policies, its basis of budgeting and accounting, and a description of major funds.

Budget Process
The Budget Development Process is a comprehensive six (6) to nine (9) month process that is administered by the Administrative Services Department (Finance) under the oversight of the City Manager’s Office. The Budget Process is also a collaborative, Citywide effort in which all departments are responsible for developing their Department Budgets and play a critical role in overall Citywide budget development. A high-level overview of the City’s budget process is shown on the graph below.

Table 1 – Budget Process Flow Chart
In November of each current fiscal year, the Pre-Budget (Phase 1) process begins where the new fiscal year budget strategies are formulated and budget materials are developed. The Budget Kickoff Meeting (Phase 2) is held in November or December and all budget strategies and policies are introduced to all departments, signaling the “official start” of the new budget year!
Budget Development (Phase 3) takes place in February and March, where departments develop and submit their budget requests to Finance, and City Manager’s Office reviews all budget requests. It is in this phase where the Proposed Budget, and first draft of the operating budget, is developed in order to present to the City Council.

BUDGET GUIDE
Budget Guide | 8
The Budget Adoption (Phase 4) stage takes place
beginning in April and ending in June, where the
Operating Budget is formally adopted by the City Council.

In this stage, Budget Study Session(s) are held in April/May to review the Proposed Budget in detail with the City
Council. After the budget study session(s), a formal public hearing is held the first City Council meeting in June to adopt and ratify the City of Fullerton’s Operating Budget, Schedule of Fees and Charges or “Master Fee Schedule”,
and Annual Appropriations or GANN Limit for the new fiscal year.

After the budget is adopted, the Budget Execution (and final phase) is initiated and the FY 2025-26 Budget officially begins as departments administer their operating budgets in the new fiscal year. Budgets are monitored by Finance throughout the year via quarterly financial reports submitted to the City Council.

Budget and Financial Policies
The FY 2025-26 Proposed Budget is guided by its budgetary and financial policies that set the foundation for the budget development process. It is the City’s general policy to strive to adopt a balanced budget in the General Fund, in which operating expenditures do not exceed and are supported by ongoing, operating revenues. The budget can also be balanced by use of available reserves and/or other sources (i .e. transfers in). To guide this, every year in November, the City Manager’s Office and Finance-Budget Team develop a ‘current-year’ budget approach to achieve a balanced budget for the new fiscal year.

Budget Methodology
Expenditures. For FY 2025-26, the City employed an “Maintenance-of-Effort”, or MOE budget approach, in which departments’ budgets can increase to factor any ‘cost of doing business’ or inflationary increases capped at 3%, as well as any contracts, and salary and pension-related increases. For any new budget requests, departments are allowed to submit a “Form I-New Budget Request” which are evaluated with respect to the City’s priorities and overall City fiscal condition. Finance reviews and approves all MOE budgets, and the City Manager approves any Form I requests; in which department budgets’ are developed and submitted for the new fiscal year.

Revenues. For the City’s revenues, Revenue Budgets are developed by both Finance and departments utilizing various factors and quantitative/qualitative methodologies; in which the City normally takes a fiscally conservative approach in projecting revenues. For Property Tax, the City utilizes historical data of property assessed valuations, and normally factors in a 2%-3% growth factor annually; in addition to the maximum a property valuation can increase per Prop 13. For Sales Tax, the City utilizes outside consultants to assist in projecting sales tax growth and revenues, but also relies on historical and trend analysis. For other major tax revenues, such as TOT and franchise fees, a combination of trend analysis and historical data are used to project revenues. For Users Fees, departments are responsible for developing their revenues utilizing a variety of different metrics, ranging from specialized software that tracks data and input values (i.e. permits software) to historical data and trend analysis.

Any budget approach implemented must be in accordance to the City’s financial and budgetary policies, as established by its “Statement of Financial Policies”
(adopted on 3/19/19) and are summarized below.

General Policy – Balanced Budget
 Definition. The operating budget shall serve as the financial plan for the City. It shall serve as the City’s management plan for implementing goals and objectives of the City Council, City Manager and department s.

The b
udget shall provide staff the resources necessary to accomplish City Council determined service levels.

FY 2025-26 Key Budget Events Date
Budget Kickoff Meeting 11/18/24
Department Budget Requests Due 1/23/25
City Manager-Dept Budget Reviews Feb- March
2025
Budget Study Session 5/13/25
Budget Community Meetings May 2025
FY 2025-26 Budget Adoption Meeting 6/3/25
Start of New Fiscal Year 7/1/25
Table 2 – FY 2025-26 Budget Calendar

BUDGET GUIDE
Budget Guide | 9
 Annual or Bi-Annual Budget. The City Manager shall bi-annually prepare and present a proposed budget to the City Council no later than the first regularly scheduled City Council meeting in June and the City Council shall adopt said budget no later than June 30 of each year. An annual budget will be prepared in lieu of the bi- annual budget during times of significant financial uncertainty and as recommended by the City Manager, and approved by the City Council.
 Balanced Budget. It is the City’s policy to adopt a balanced budget, where operating revenues are equal to, or exceed operating expenditures. In the event a balanced budget is not attainable and the cause of the imbalance is expected to last for no more than one year, the planned use of fund balance (reserves) to balance the budget is permitted. In the event that a budget shortfall is expected to continue beyond one year, the planned use of fund balance must be developed as part of a corresponding strategic financial plan to close the gap through revenue increases or expenditure decreases.
 Fund-Department Budget Level. Budget control is maintained at the F und and Departmental leve l. The City
Man
ager has the authority to approve appropriation transfers within the “same department/fund”. Transfers needed between different funds/departments and amendments to the budget are approved by the City Council.

Bud
get accountability rests primarily with the operating departments of the City and Department Heads are responsible for ensuring their department’s expenditures remain within the budgeted appropriation.  Qu
arterly Financial Reports. Staff shall present a financial report to the City Council at least quarterly, including budget-to-actual information and year-end projections.

Fund Balance Reserves Policy – G
eneral Fund
 Fund Balance Requirement. The City shall maintain a minimum General Fund balance of 10% of annual General Fund expenditures and shall strive to increase the level to 17% (approximately two months of expenditures).

The 10% fund balance will be designated as “assigned” and will be designed to be used in the even t of a
sig
nificant financial emergency.

Capital Imp
rovements
 Capital Improvement Program. The City shall maintain a five-year Capital Improvement Plan (CIP) to address infrastructure, facilities, and equipment maintenance and replacement. The CIP shall be updated annually and shall identify available funding sources. Projects without available funding sources shall be identified as “unfunded”.

Long-Range Financial Planning
 Strategic Financial Plan. The City shall develop and implement a long-range, strategic financial plan to achieve a balanced budget and secure financial stability. The plan will be updated as part of the budget development process and shall include forecasted expenditures and revenues of at least five (5) years for the general fu nd;
ho
wever, a twenty (20) year forecast may be developed and maintained for the general fund.

Basis of Accounting and Budgeting
Basis of Accounting refers to the timing of revenue and expenditure recognition for budgeting and financial reporting in accordance with Generally Accepted Accounting Princi ples (GAAP) and outlined by the Governmental Accounting Standards Board (GASB). The City of Fullerton operates on a Modified-Accr ual Basis, in which revenues and expenditures received/incurred in the new fiscal year that were intended for the prior fiscal year, are properly recorded in the correct fiscal year to the extent reasonably measurable.

Debt Management Policy
The City adheres to its Debt Management Policy
(approved July 2020) to ensure that City debt is issued and prudently managed to maintain a sound fiscal position, to maintain the highest credit rating possible, and assist the City in its

BUDGET GUIDE
Budget Guide | 10
financial flexibility to meet fiscal challenges and finance projects that promote and foster economic growth. It is considered sound fiscal practice and prudent financial management for the City to review and revisit its debt management policy from time to time to set parameters for issuing debt, managing the City's debt portfolio, and provides guidance to City staff and decision makers to issue debt with respect to the City’s overall fiscal condition.

Description of Funds
The City’s primary operating fund is the General Fund, as this is its operating fund that supports traditional municipal services, such as public safety, community and economic development, parks and recreation and library community services, and public works. However, there are several other entity-wide funds that compose the City’s All Funds Budget, which include: Special Revenues funds, the CIP Fund, Water and Sewer enterprise funds and Successor Agency to name a few. All Citywide funds are categorized by fund type and major funds are described below.

Governmental Funds account for and budget governmental activities that are considered core operating functions of the government entity. These include the General Fund, Special Revenue funds, Grant Funds, and certain capital project funds which receive primarily grants or intergovernmental revenues (such as gas tax funds).  The General Fund is the City’s primary operating fund and accounts for most City programs and services which are supported by general taxing revenue and various charges and f ees.
 The S
pecial Revenue Funds are also considered governmental funds and are used to account for and report the proceeds of specific revenue sources that are re stricted or committed to specified purposes, often by legislative authority. For example, the City’s Gas Tax and SB1-RMRA funds may only be used for certai n street
improvement and transit programs (and no other purpose) in accordance to state law. Other specia l reve
nue funds include County of Orange Measure M2 for county transportation capital projects and federal Community Development Block Grant (CDBG) funds for programs and projects for the benefit of moderate- low income residents and viable economic opportunities in lower socioeconomic areas of the ci ty.
 The C
apital Project Funds are used to account for and report financial resources that are restricted, or assi
gned to capital expenditures, including acquisition or construction of capital facilities, street infrastructure, water and sewer infrastructure, and other capital assets.

Proprietary Funds account for governmental activities that entail business-like interactions and functions that are self- supported by either fees or charges or cost reimbursement. The City of Fullerton has two types of proprietary funds:

Enterprise Funds and Internal Service Funds (ISF).
 The Enterprise Funds are used to separately account and budget for self-supporting activities that are supported by rates and/or fees. These funds include: Water Utility, Sewer Utility, Airport and Brea Dam recreational funds to name a few.
 The Internal Service Funds are used to separately account for departments that provide that provide goods or services to other funds or departments on a cost-reimbursement basis. These costs are recovered via ISF cost allocations. The City’s internal service operations include funds for: Liability Insurance, Workers’ Compensation, Vehicle Replacement, Group Insurance and Information Technology to name a few.

Fiduciary Fun
ds are funds that are custodial in nature (assets equal liabilities) and are used to account for resources held for the benefit of parties outside the government that cannot be used for government operations. An example of a City fiduciary fund is the Successor Agency fund, which is the City’s agency to wind down the affairs of the former Fullerton redevelopment agency.

BUDGET

SUMMARIES
2025 - 2026

FISCAL YEAR

CITY OF FULLERTON

BUDGET SUMMARIES - ALL FUNDS
FISCAL YEAR 2025-26
Actual Actual Adopted Proposed
2022-23 2023-24 2024-25 2025-26
Revenues by Type
Property Taxes 63,368,454 68,622,349 73,387,803 72,012,410 Other Taxes (Sales Tax, TOT, Other) 37,092,982 35,765,154 37,422,671 38,268,684 Licenses & Permits 3,207,839 2,292,621 2,401,028 2,470,950 Charges for Service 13,198,319 12,862,980 19,358,964 23,241,148 Utilities Revenue (Water, Sewer, Refuse) 76,204,861 80,415,807 86,946,317 78,448,989 Other Enterprise Fund Revenues
(Airport, Brea Dam, Other) 6,963,386 7,568,704 6,455,251 7,142,717 Use of Money & Property 12,741,101 29,920,352 11,743,725 12,353,161 Intergovernmental 34,560,986 42,213,163 29,203,601 17,561,201 Other Revenues (inc. Misc, Fines/Penalties) 6,101,162 6,255,446 4,197,154 8,436,259 Total Citywide Revenues $253,439,090 $285,916,577 $271,116,514 $259,935,519 Expenditures by Funds - Program Area
General Funds 114,334,462 123,974,106 132,859,319 137,781,505 Special Revenue Funds 28,852,543 39,413,625 36,752,839 36,150,459 Water Fund (Operating Only) 31,105,110 34,240,758 40,002,253 43,303,509 Other Enterprise Funds (Operating Only) 12,426,119 14,622,325 11,579,044 12,059,701 Capital Improvement Program 22,942,257 22,363,158 49,227,050 32,163,535 Successor Agency 1,642,922 1,441,776 15,242,396 9,047,795 Total Citywide Expenditures $211,303,413 $236,055,748 $285,662,901 $270,506,504 Total Net Citywide Operating Position $42,135,677 $49,860,829 ($14,546,387) ($10,570,985) All Funds Budget Summary A-1

BUDGET SUMMARIES - ALL FUNDS
FISCAL YEAR 2025-26
CITYWIDE REVENUES = $259,935,519
CITYWIDE EXPENDITURES = $270,506,504
All Funds Budget Summary | A-2
$72.0
27%
$38.3
15%
$2.5
1%
$23.2
9%
$78.4
30%
$7.1
3%
$12.4
5%
$17.6
7%
$8.4
3%
FY 25-26 Proposed Citywide Revenues
(in millions)
$137.8
51%
$36.2
13%
$43.3
16%
$12.1
5%
$32.2
12%
$9.0
3%
FY 25-26 Proposed Citywide Expenditures
(in millions)
General Funds
Special Revenue Funds
Water Fund (Operating Only)
Other Enterprise Funds
Capital Improvement Program
Successor Agency

GENERAL FUND SUMMARY
FISCAL YEAR 2025-26
2022-23 2023-24 2024-25 2025-26
Actual Actual Adopted Proposed
Revenues
Property Tax 53,790,177 57,012,086 58,044,816 62,674,510 Sales Tax 30,622,105 29,315,901 30,512,105 31,308,118
Other Taxes 6,470,877 6,449,253 6,910,566 6,960,566
Franchise Fees 4,787,544 5,534,009 4,500,000 4,900,000
Licenses & Permits 3,207,839 2,292,621 2,401,028 2,470,950 Fines & Penalties 1,846,592 2,064,162 1,805,100 1,430,100 Use of Money & Property 4,322,353 4,942,498 4,152,240 4,408,224 Other Agencies 872,539 683,957 769,725 904,125
Charges for Service 12,363,504 12,178,345 14,344,359 17,784,725 Other Revenues 682,753 706,448 1,907,126 2,252,358
Library Revenues 305,112 531,109 324,898 328,928
Parks & Recreation Revenue 1,472,954 1,951,984 2,044,577 2,119,847 Total General Fund Revenues $120,744,349 $123,662,371 $127,716,541 $137,542,452 Net Transfers In 3,165,245 7,261,334 1,320,164 778,087
Total Revenues/Transfers In $123,909,594 $130,923,705 $129,036,705 $138,320,539 Expenditures
City Council 513,657 444,110 459,535 409,527
City Manager 3,303,031 3,367,300 4,095,438 4,879,405
Administrative Services 2,921,263 3,320,705 3,632,811 3,781,437 Human Resources 627,996 558,382 731,485 680,218
General Government (932,157) (1,690,348) (2,759,011) (4,634,953) Fire 28,735,152 33,532,155 34,837,549 37,848,818
Police 54,830,228 58,464,115 61,551,581 63,994,648
Community & Economic Development 6,163,016 5,499,964 7,060,214 7,392,771 Public Works 9,017,558 10,182,467 11,295,211 11,813,378 Library 3,641,251 4,368,652 4,744,137 4,678,964
Parks & Recreation 5,513,451 5,926,604 7,210,368 6,937,291 Total General Fund Expenditures $114,334,446 $123,974,106 $132,859,319 $137,781,504 Net Transfers Out 1,411,782 3,576,392 5,603,000 4,092,545 Total Expenditures/Transfers Out $115,746,228 $127,550,498 $138,462,319 $141,874,049 General Fund Summary

CITY OF FULLERTON
A-3

CITY OF FULLERTON

GENERAL FUND REVENUES
FISCAL YEAR 2025-26
General Fund Summary | A-4
Total General Fund Revenues: $137,542,452
Property Tax
Property Tax is the City's largest revenue source at 46% of all General Fund revenue and projected to total $62.7 million in FY 25-26. All taxable real and personal property within the City limits are subject to ad valorem taxation, a tax based on value that is secured by a lien on real property. These taxes are subject to 2% of the market value limitations of Proposition 13. For every $1 of tax collected, the City of Fullerton receives $0.1564 and the remainder is allocated to schools and other special districts. Overall, the City’s diverse and stable property tax base (mixture of commercial, industrial, and residential) continues to provide consistent revenue growth due to the strong assessed property valuations, new development growth & residual property tax receipts from former redevelopment agencies.

Sales and Use Tax
Sales Tax revenue is the 2nd largest revenue (23%) in the General Fund and projected to total $31.3 million in FY 25-26. Sales Tax applies to all retail sales of goods and merchandise except those specifically exempt by law. Use Tax generally applies to the storage, use, or other consumption in California of goods purchased from retailers in transactions not subject to the sales tax. The City receives $0.01 of every $0.0775 or 7.75% of sales and use tax collected within the Fullerton city limits. The City maintains a diverse and stable sales tax base due to the City’s diverse economic base not reliant on one economic sector, consumer spending, and continued County Pool allocations from a State law enacted in 2019.

Franchise Tax
Fees are charged to electrical, gas, refuse, cable TV and internet services providers, and towing companies for the exclusive privilege of being an operating franchise within the City. Fees are generally based on the gross receipts from sales within the City. Franchise revenue generates approximately $4-$5 million per year.

CITY OF FULLERTON

GENERAL FUND REVENUES
FISCAL YEAR 2025-26
General Fund Summary | A-5
Transient Occupancy Tax (TOT)
The City levies a 10% TOT tax on hotel/motel room occupancy of less than 30 days in length. The City has 11 hotels and motels in the City. The City also applies its 10% TOT tax on short-term rental properties (i.e.

AirBnb or Vrbo) in the City. The City generates $3-$3.5 million in TOT revenue annually and benefits from TOT revenue for its proximity to Disneyland and other nearby tourist attactions, its occupancy from colleges and Cal State Fullerton and location in Orange County.

Business Registration Tax
All persons conducting business within the City of Fullerton must pay a Business Registration Tax based on a flat rate or gross receipts, depending on business type.

Charges for Services
The City charges various fees and charges for services provided, including development and inspection fees, paramedic fees, charges for public works, police, fire, library and parks and recreation services. By law, the City may not charge more than the cost of providing the service. Over recent years, the City has increased its efforts towards achieving full cost recovery on many of the City's user fees.

Use of Money & Property
This category is comprised of a variety of activities including property leases and concessions and interest income. Interest earnings are allocated to various funds monthly based upon cash balances.

Licenses & Permits
The City charges for the issuance of licenses and permits to conduct certain operations in the City, such as development, public works projects, fireworks sales, parking on streets in certain areas and alarm permits.

Revenues From Other Agencies
The City receives grants, subventions and reimbursements from the Federal, State and other local agencies. Examples include Motor Vehicle Licenses Fees, POST training reimbursements and disaster reimbursements when applicable.

Fines & Penalties
This revenue is generated from court fines related to parking citations, as well as other traffic violations and administrative citations.

General Fund Summary | A-6

CITY OF FULLERTON

GENERAL FUND EXPENDITURES
FISCAL YEAR 2025-26
Total General Fund Expenditures: $137,781,505
Salaries & Benefits - $90.6 Million
Salaries and Benefits are the City's largest General Fund expenditure category as the City of Fullerton is a full- service city, with in-house Police and Fire Safety, along with traditional muncipal services such as Public Works, Community & Economic Development and Parks & Recreation and Library community services. For FY 25-26, Salaries & Benefits account for approximately 66% of the General Fund budget and include salary increases from approved labor agreements, health & benefit increases and annual CalPERS retirement increases, including its Unfunded Actuaril Liability (UAL) for its safety and miscellaneous groups.

For FY 2025-26, the Salaries & Benefits budget include the fiscal impacts of labor agreement costs that were approved for all labor groups in FY 22-23 and FY 23-24, which have increased employee retention and lowered its vacancy rate from 20% to 10%, all of which have contributed greatly towards the City's Organziational & Fiscal Stability efforts.

Operations & Maintenance - $47.0 Million
The Maintenance and Operations (M&O) budget is typically developed under a Maintenance of Effort (MOE) budget approach, which allows budgetary increases due to cost of doing business increases capped at a set percentage (%). In FY 25-26, due to the City's fiscal constraints, no operating increases were allowed; and only increases to approved contracts and agreements and cost allocations to City's internal services funds were factored in. Further, the FY 2025-26 Proposed Operating Budget includes programming that is in line with City Council priorities of Public Safety, Infrastructure and Organizational Stability.

FY 2025-26 Proposed Budget includes services enhancements to Public Safety, including enhanced Ambulance Services with transition to In-House ambulance services, and continuation of the City's Operation Clean Streets Initiative. The FY 2025-26 Budget also includes vital community programming such as the Fourth of July and First Night community events and full year of programming at Hunt Library, and maintains important community preservation levels for maintaining the City's trails, medians and Righ-of-Way (ROW) public areas.

Capital Outlay - $182,000
The Capital Outlay budget represents annual Public Safety equipment replacement costs and one-time Public Works landscaping repair.

2022-23 2023-24 2024-25 2025-26
Budgeted Budgeted Budgeted Proposed
Department Positions Positions Positions Positions
City Council 5.0 5.0 5.0 5.0
City Manager 8.0 8.0 8.0 8.0
Administrative Services 32.0 31.0 31.0 31.0
Human Resources 11.0 11.0 11.0 11.0
Fire 87.0 88.0 88.0 88.0
Police
1 190.0 191.0 197.0 196.0
Information Technology 7.0 2.0 2.0 1.0
Community & Economic Development 1 31.0 33.5 35.5 37.0
Public Works 185.0 196.5 198.5 200.0
Parks and Recreation 14.0 14.0 21.0 21.0
Library 20.3 20.3 21.3 21.3
Full-Time Employees Subtotal 590.3 600.3 618.3 619.3
Part-Time Hours ** 71,925 114,488 95,275 101,345
FTEs 34.6 55.0 45.8 48.7
Total Budgeted FTE Positions 624.9 655.3 664.1 668.0
1 FY 24-25 approved personnel changes to Police & Community & Economic Development departments. ** 2,080 part-time hours equal one Full-Time Equivalent (FTE) position.

CITY OF FULLERTON

POSITION SUMMARY
FISCAL YEAR 2025-26
Budgeted FTE's - Last 10 Years
Position Summary | A-7
718
709
692 695 691
670
625
655
664 668
2016-17 2017-18 2018-19 201 9-20 2020-21 2021-22 2022- 23 2023-24 2024-25 2025-26

Department FTE Description of Position Changes
Administrative Services 0.0

1.0 Add Administrative Analyst I (Overfill) 3
(1.0) Delete Adminstrative Assistant/Confidential (Overfill) Community & Economic Development 1.5

0.5 Add Administrative Assistant 7

1.0 Convert Community Outreach Specialist from Non-Reg to FTE 2

1.0 Building Inspector III (Reclassification) 6
(1.0) Delete Building Inspector II (Reclassification) 6 Information Technology (1.0)
(1.0) Delete IT Program Manager 8
Police (1.0)

1.0 Ad
d Police Records Shift Leader 1

1.0 Police Sergeant
(2.0) Delete Police Records Clerk
(1.0) Police Corporal
Public Works 1.5

1.0 Add Street Leads Worker (Reclass) 4

1.0 Water Production Operator 5

1.0 Senior Maintenance Worker 5

6.0 Senior Maintenance Worker (Reclass) 4
(1.0) Delete Maintenance Worker (Reclass) 4
(0.5) Administrative Assistant 7
(6.0) Maintenance Worker (Reclass) 4
Citywide Net Position Change 1.0
1 FY 24-25 approved personnel change to Police Department now reflected in FY 25-26 Proposed Budget. 2 FY 24-25 approved personnel change to CED to convert Nonregular Hours to 1 FTE Limited Term Community Outreach Specialist Posi tion. 3 Adminstrative Services to overfill Administrative Assistant to Administrative Analyst I position. 4 Public Works to reclass multiple Maintenance Worker Positions to Senior Maintenance Worker Positions and 1 FTE Maintenance Work er to 1 FTE Streets Lead Worker in FY 2025-26 Proposed Budget. 5 Public Works to add 1 FTE Senior Maintenance Worker and 1 FTE Water Production Operator in FY 2025-26 Proposed Budget. 6 Community and Econcomic Development to reclassify Building Inspector II to Building Inspector III in FY 2025-26 Proposed Budget. 7 Administrative Assistant was shared between PW and CED in FY 2024-25 Budget will be fully transferred to CED in FY 2025-26 Pro posed Budget. 8 1 FTE Vacant IT Program Manager Position to be eliminated in FY 25-26 Proposed Budget.

Position Summary | A-8

SUMMARY OF PERSONNEL CHANGES
FISCAL YEAR 2025-26

CITY OF FULLERTON

Projected
Beginning Proposed Proposed
Fund Fund Title Balance + Revenue + Transfers In
GENERAL OPERATING FUNDS 1
10 General Fund $29,239,264 $135,063,677 $778,087
11 Infrastructure Fund 3,313,935 30,000 2,599,777
13 Library 641,701 328,928 4,350,036
15 Parks & Recreation 107,551 2,119,847 4,817,444
General Funds Total $33,302,450 $137,542,452 $12,545,344

SPECIAL REVENUE FUNDS
20 West Coyote Hills Endowment 413,343
-
21 Opiod Litigation Settlement Fund 881,577
300,000
22 Air Quality Improvement 1,218,391
196,600
23 Sanitation (
865,895) 6,708,136 3,100,000
25 Measure M2 7,116,264
3,489,905
26 Housing 12,210,793
275,350
27 FTV Cable-PEG 524,475 216,015
28 SB2/PLHA Fund (944,949) 604,410
29 SB1/RMRA 7,902,436
3,856,660
30 Gas Tax 940,719
4,166,620
32 Grant Administration 424,050 1,718,692
33 Supplemental Law Enforcement Svcs. 88,946
300,000
34 Asset Seizure 777,537 525,679
35 Community Development Block Grant 6,139 1,757,083
36 Drainage Capital Outlay 4,994,358 443,795
37 Traffic Safety - 300,000
38 ARPA Fund 486,655 -
39 Park Dwelling 2,407,871 4,410,108
46 Refuse 1,510,596 15,964,293
DE

BT SERVICE FUNDS
58 Debt Service Reserve 205,907 -
CAP

ITAL PROJECT FUNDS
74 Capital Projects (12,141,806) 3,568,428 11,495,107 ENTERPRISE FUNDS 2
40 Airport 2,361,245 2,762,717
41 CNG (205,530) 160,000
42 Brea Dam 79,328
4,210,000
44 Water 50,216,296
49,117,765
45 Whiting/Lemon Parking 72,460
10,000
47 Sewer 8,877,163
6,215,000
INTERNAL SERVICE FUNDS 2
62 Liability Insurance 9,819,399 11,100,000
64 Vehicle Replacement 18,456,952 3,529,101 65 Workers' Compensation 15,326,428 4,214,265 66 Group Insurance 1,397,942 8,801,651
67 Equipment Maintenance 2,275,111 4,934,630
68 Information Technology 1,884,207 8,781,885 992,768
69 Building Maintenance 645,751 3,530,058
70 Facility Capital Repair 2,012,782 704,960
Less: Inter
nal Service Allocations (44,545,550)
80-89 Successor Agency 4,077,366 10,064,810
TOTAL CITY FUNDS $178,756,756 $259,935,518 $28,133,219
(1) General Fund Fund Balances include total fund balances, including Assigned, Unassigned and all fund designations. (2) Enterprise and Internal Service Funds "Beginning Fund Balance" consists of working capital fund balance, current assets less current liabilities.

FUND BALANCES SUMMARIES - FISCAL YEAR 2025-26
Fund Balances Summaries | A-9

Projected
Proposed Proposed Ending
- Transfers Out - Expenditures = Balance Fund Title Fund

GENERAL OPERATING FUNDS
$13,260,025 $126,165,250 $25,655,753 Gener al 10
2,500,000
-
3,443,712
Infrastructure Fund
11 - 4,678,964
641,701
Library 13
- 6,937,291
107,551
Parks & Recreation 15
$15,760,025 $137,781,505 $29,848,716 General Funds Total

SPECIAL REVENUE FUNDS
-
413,343
West Coyote Hills Endowment 20
200,000
981,577 Opiod Litigation Settlement Fund 21
10,000
1,404,991 Air Quality Improvement 22
8,793,181
149,060
Sanitation 23
2,995,107 587,406
7,023,656 Measure M2 25
741,839
11,744,304 Housing 26
194,856
545,634
FTV Cable-PEG 27
604,410
(944,949)
SB2/PLHA Fund 28
3,700,000 439
8,058,656 SB1/RMRA 29
100,000
4,284,367
722,972
Gas Tax 30
1,672,688
470,054
Grant Administration 32
211,054
177,892
Supplemental Law Enforcement Svcs. 33
406,899
896,317 Asset Seizure 34
350,000
1,407,083
6,139
Community Development Block Grant 35
3,550,000 647,276
1,240,877 Drainage Capital Outlay 36
300,000
-
-
Traffic Safety 37
- 196,415
290,240 ARPA Fund 38
250,000
-
6,567,979
Park Dwelling
39 - 16,234,037
1,240,852 Refuse 46

DEBT SERVICE FUNDS
-
205,907
Debt Service Reserve
58 CAPITAL PROJECT FUNDS
100,000
15,063,535 (12,241,806) Capital Projects 74

ENTERPRISE FUNDS
2,272,373
2,851,589 Airport 40
237,441
(282,971)
CNG 41
4,420,681
(131,353)
Brea Dam 42
59,403,509 39,930,552 Water 44 48,721
33,739
Whiting/Lemon Parking 45
6,080,485
9,011,678 Sewer 47

INTERNAL SERVICE FUNDS
10,750,000 10,169,399 Liability Insurance 62 2,749,605
19,236,448 Vehicle Replacement 64
3,564,255
15,976,438 Workers' Compensation 65
8,776,651
1,422,942 Group Insurance 66
4,896,725
2,313,016 Equipment Maintenance 67
378,087
9,434,559
1,846,214 Information Technology 68
4,132,177
43,632
Building Maintenance 69
650,000
11,078
2,056,664 Facility Capital Repair 70
(44,356,540) Less: Internal Service Allocations
- 9,047,795
5,094,381 Successor Agency 80-89
$28,133,219 $270,506,504 $168,374,780 TOTAL CITY FUNDS
FUND BALANCES SUMMARIES - FISCAL YEAR 2025-26
Fund Balances Summaries | A-10

Fund Transfers In Transfers Out Description (To / From) 10 - General Fund - 4,350,036
To Library Fund
- 4,817,444
To Parks & Recreation Fund
- 2,599,777
To Infrastructure Fund
- 500,000
To Capital Projects Fund
- 992,768
To Information Technology Fund
300,000 -
From Traffic Safety Fund
378,087 -
From Information Technology Fund
100,000 -
From Capital Projects Fund
General Fund Subtotal $778,087 $13,260,025
11 - Infrastructure Fund 2,599,777 -
From General Fund
- 2,500,000
To Capital Projects Fund
13 - Library Fund 4,350,036 -
From General Fund
15 - Parks & Recreation 4,817,444 -
From General Fund
23 - Sanitation 3,100,000 -
From Drainage Capital Outlay Fund
25 - Measure M2 - 2,995,107
To Capital Projects Fund
29 - SB1/RMRA - 3,700,000
To Capital Projects Fund
30 -
Gas Tax - 100,000
To Capital Projects Fund
35 -
Community Development Block Grant - 350,000
To Capital Projects Fund
36 -
Drainage Capital Outlay - 450,000
To Capital Projects Fund
3,100,000
To Sanitation Fund
37 - Traffic Safety - 300,000
To General Fund
39 - Park Dwelling 250,000
To Capital Projects Fund
68 - Information Technology (IT) Fund 378,087
To Capital Projects Fund
992,768 From General Fund
70 - Facility Capital Repair 650,000 To Capital Projects Fund 74 - Capital Projects 100,000 To General Fund 500,000 From General Fund
2,500,000 From Infrastructure Fund
2,995,107 From Measure M2 Fund
3,700,000 From SB1/RMRA
100,000 From Gas Tax Fund
350,000
From CDBG
450,000 From Drainage Capital Outlay
250,000 From Park Dwelling
650,000 From Facility Capital Repair Fund
Capital Projects Subtotal $11,495,107 $100,000
TOTAL INTERFUND TRANSFERS $28,133,219 $28,133,219
Interfund Transfers Summaries | A-11

INTERFUND TRANSFERS SUMMARY
FISCAL YEAR 2025-26

2022-23 2023-24 2024-25 2025-26
Revenue Source Actuals Actuals Adopted Proposed
GENERAL FUNDS (10-15)
Property Taxes
Secured Property Taxes 35,141,450 37,575,439 37,908,128 40,644,097 Unsecured Property Taxes 907,172 52,367 1,135,722 1,135,722 Penalties/Delinquencies 50,947 795,445 43,000 43,000 Supplemental Property Taxes 1,294,155 984,564 620,000 620,000 Property Tax Collection Fees (187,651) (189,654) (200,000) (200,000) Homeowners Subvention 20,226 65,545 143,000 143,000 Property Tax In Lieu of VLF 16,563,878 17,728,379 18,394,966 20,288,692 Total Property Taxes $53,790,177 $57,012,086 $58,044,816 $62,674,510 Other Taxes
Sales & Use Tax 30,622,105 29,315,901 30,512,105 31,308,118 Public Safety Prop 172 1,253,809 1,191,957 1,285,566 1,285,566 Transient Occupancy Tax 3,243,491 3,173,115 3,400,000 3,450,000 Business Registration Tax 1,260,798 1,220,442 1,250,000 1,250,000 Oil Extraction Tax -

-
10,000 10,000
Real Estate Transfer Tax 712,780 863,740 965,000 965,000 Total Other Taxes $37,092,982 $35,765,154 $37,422,671 $38,268,684 Licenses & Permits
Development Permits 2,666,520 1,785,645 1,805,000 1,805,000 Parking Permits 12,158 15,848 12,000 12,000
Fireworks Permits 27,426 924 43,500 43,500
Public Works Permits 60,774 320 72,074 140,000
Police Alarm Permits 256,151 70,507 250,000 250,000 Other Licenses & Permits 103,539 237,019 146,119 143,600 Hazardous Materials Disclosures -
111,023 - -
Underground Tank Permits
8,142 3,636 -
-
Overload Permits
21,142 26,722 23,543 28,058
Encroachment Permits 51,986 40,977 48,792 48,792
Total Licenses & Permits $3,207,839 $2,292,621 $2,401,028 $2,470,950 Fines & Penalties
Other Court Fines 1,732,882 2,055,124 1,675,000 1,300,000 Administrative Citations 113,710 9,038 130,100 130,100 Total Fines & Penalties $1,846,592 $2,064,162 $1,805,100 $1,430,100 Use of Money & Property
Interest Income 591,142 640,350 361,230 445,000 Unrealized Gain (loss) 226,817 811,197 -

-
Supplemental Interest
-
-
-
-

REVENUE SUMMARIES

DETAIL BY FUND
FISCAL YEAR 2025-26
Revenue Summaries by Fund | A-12
2022-23 2023-24 2024-25 2025-26
Revenue Source Actuals Actuals Adopted Proposed
GENERAL FUNDS (10-15) cont.

Property Lease 1,237,563 1,237,563 1,237,563 1,237,563 Cell Tower Rent 403,999 374,213 457,600 464,400 Rents 757,707 804,620 760,800 906,214 Leases 718,468 590,430 865,000 865,000 General Concessions 383,260 63,187 75,787 75,787 R-O-W Impact Fee -
383,260 383,260 383,260
Prisoners' Welfare
-
23 1,000 1,000
Franchise Fees 4,787,544 5,534,009 4,500,000 4,900,000 Total Use of Money & Property $9,106,499 $10,438,850 $8,642,240 $9,278,224 Other Agencies
Motor Vehicle In-Lieu Tax 147,996 178,344 150,000 225,000 POST 17,083 5,812 20,000 10,000
State Mandated Costs -
54,782 100,000 100,000
Parks Maint. - School District 175,000 - -
-
Other Agency Contributions
532,460 445,019 499,725 569,125 Federal Dept of Justice -
-
-
-
Total Other Agencies
$872,539 $683,957 $769,725 $904,125
Charges for Services
Zoning & Planning Fees 980,115 644,229 512,760 509,000 Plan Check Fees 1,769,006 1,018,817 2,270,765 2,265,031 Microfilming Fees 37,679 26,226 20,000 20,000
Sale of Maps & Publications 11,212 31,768 8,550 6,000
Misc. Filing/Certification Fees 3,062 -

-
-
Sanitation Dist. Connection Fees
11,652 7,202 10,000 10,000
Business License Review 26,819 21,523 14,000 14,000
Police Fees 1,250,612 1,130,917 1,540,347 1,367,099 Fire Fees 368,624 419,437 1,117,500 744,000 Ambulance Billing 5,329,849 6,809,703 6,000,000 10,128,000 Paramedic Fees 716,912 (72,641) 705,000 190,000 Public Works Fees 1,010,240 1,223,113 1,072,609 1,344,367 Refuse Services 643,652 683,845 750,028 966,228 Damage Repair 25,817 71,016 40,000 50,000
Vehicle Station Charging Fees 6,863 18,380 6,600 25,000 Parking Fees 144,211 138,808 275,000 145,000 Miscellaneous Fees 27,179 6,002 1,200 1,000
Total Charges for Services $12,363,504 $12,178,345 $14,344,359 $17,784,725 Other Revenues
Sale of Property 5,691 2,185 5,000 5,000
Donations 249,433 343,684 352,562 352,562 Misc. Reimbursements/Rebates 56,631 13,940 15,000 15,000 Admin. Indirect Cost 1,464,903 1,303,731 1,524,564 1,869,797

REVENUE SUMMARIES

DETAIL BY FUND
Revenue Summaries by Fund | A-13
2022-23 2023-24 2024-25 2025-26
Revenue Source Actuals Actuals Adopted Proposed
GENERAL FUNDS (10-15) cont.

Miscellaneous 370,999 346,639 10,000 10,000 Revenue Allocation (1,464,903) (1,303,731) - - Total Other Revenues $682,753 $706,448 $1,907,126 $2,252,358 GENERAL FUND TOTAL $118,962,884 $121,141,622 $125,337,066 $135,063,677 INFRASTRUCTURE FUND (11)
Interest Income 3,398 37,656 10,000 30,000
INFRASTRUCTURE FUND TOTAL $3,398 $37,656 $10,000 $30,000 LIBRARY FUND (13)
Secured Property Taxes 80,829 82,667 80,598 84,628
Fines & Fees 5,447 3,554 4,200 4,200
Rents 17,504 15,489 20,000 20,000
State Grants - 27,046 40,000 40,000
Other Agencies 3,836 164 - -
Passport Execution Fee 37,145 41,930 60,000 60,000
Passport Photo Fee 10,940 14,960 20,000 20,000
Donations 104,614 345,274 1,100 1,100 Miscellaneous 26,963 26 - -
Restricted Contributions 17,834 - 99,000 99,000
LIBRARY FUND TOTAL $305,112 $531,109 $324,898 $328,928
PARKS & RECREATION FUND (15)
Interest Income 31,681 30,310 - -
Cell Tower Rent (539) 539 - 50,000
Rents 81,573 180,528 106,800 107,452
Facility Rentals 600,275 743,654 826,500 774,500 Leases 92,715 108,209 105,852 105,852
Field Use Charges 139,168 184,564 120,000 120,000 General Concessions 8,618 9,641 8,000 10,800
Parks & Recreation Fees 456,278 625,185 584,425 726,243 Donations 14,750 54,467 101,000 70,000
Miscellaneous 48,435 14,887 17,000 30,000
State Grants - - 175,000 125,000
PARKS & RECREATION FUND TOTAL $1,472,954 $1,951,984 $2,044,577 $2,119,847 GENERAL FUNDS TOTAL $120,744,349 $123,662,371 $127,716,541 $137,542,452 Revenue Summaries by Fund | A-14

DETAIL BY FUND

REVENUE SUMMARIES
2022-23 2023-24 2024-25 2025-26
Revenue Source Actuals Actuals Adopted Proposed

SPECIAL REVENUE FUNDS
WEST COYOTE HILLS ENDOWMENT FUND (20)
Donations 298,425 -
-
-
Interest Income
(3,086)
17,361 -
-
WEST COYOTE HILLS FUND TOTAL $295,339 $17,361 $0 $0
OPIOID LITIGATION SETTLEMENT (21)
Interest Income -
1,653 -
-
Opioid Litigation Abatement
-
52,135 -
300,000
Opioid Litigation Subdivision -
103,827 -
-
OPIOID LITIGATION SETTLEMEN TOTAL $0 157,615 $0 $300,000 AIR QUALITY FUND (22)
Motor Vehicle Air Quality Fees 137,942 240,444 181,000 181,000 Other Agency Contributions -
-
-
-
Interest Income
12,740 50,427 15,600 15,600
AIR QUALITY FUND TOTAL $150,682 $290,870 $196,600 $196,600 SANITATION FUND (23)
Sanitation Fees 6,557,345 5,991,553 7,200,000 6,650,000 Damage Repair 4,272 12,222 -
-
Interest Income
31,191 14,178 58,136 58,136
SANITATION FUND TOTAL $6,592,808 $6,017,953 $7,258,136 $6,708,136 MEASURE M2 FUND (25)
Measure M2 3,295,057 3,345,094 3,766,231 3,416,980 Interest Income (6,429)
329,619 72,925 72,925
MEASURE M2 FUND TOTAL $3,288,628 $3,674,713 $3,839,156 $3,489,905 HOUSING FUND (26)
Other Revenue 4,750 4,750 -
-
Interest Income
267,410 297,960 275,350 275,350 HOUSING FUND TOTAL $272,160 $302,710 $275,350 $275,350
FTV CABLE-PEG ACCESS FUND (27)
Franchise - Cable PEG Support 208,688 183,479 200,000 200,000 Interest Income 10,762 52,500 16,015 16,015
FTV CABLE-PEG FUND TOTAL $219,450 $235,979 $216,015 $216,015

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-15
2022-23 2023-24 2024-25 2025-26
Revenue Source Actuals Actuals Adopted Proposed
SB2/PLHA FUND (28)
State Grant 1,070,068 -
590,205 604,410
Interest Income 5,194 5 - -
SB2/PLHA FUND TOTAL $1,075,262 $5 $590,205 $604,410
SB1/RMRA FUND (29)
Gas Tax SB1/RMRA 3,188,176 3,652,604 3,695,101 3,774,844 Interest Income 13,735 285,568 81,816 81,816 SB1/RMRA FUND TOTAL
$3,201,911 $3,938,172 $3,776,917 $3,856,660
GAS TAX FUND (30)
Gas Tax 3,652,011 3,956,233 3,983,777 4,070,600 Damage Repair 21,594 68,874 35,000 35,000
Interest Income 3,728 58,497 61,020 61,020
GAS TAX FUND TOTAL $3,677,333 $4,083,603 $4,079,797 $4,166,620 GRANTS FUND (32)
State Grants 3,060,659 11,320,461 - -
County Grants
-
-
-
-
Older Americans Act Grant
75,749 83,687 100,000 76,000
HOME Grant 65,724 100,172 546,530 461,693 Federal Grants 1,032,574 622,299 608,638 608,638 Other Agency Contributions 47,250 19,642 532,361 532,361 Miscellaneous (37,585) -
40,000 40,000
GRANTS FUND TOTAL $4,244,371 $12,146,261 $1,827,529 $1,718,692 SLES FUND (33)
State Grants 359,869 412,076 300,000 300,000

SLES FUND TOTAL
$359,869 $412,076 $300,000 $300,000
ASSET SEIZURE FUND (34)
Federal DOJ Grants 828,227 540,473 500,000 500,000 Other Federal Grants 77,169 1,008 15,000 15,000
Miscellaneous -

44,000 -
-
Interest Income
1,299 23,078 10,679 10,679
ASSET SEIZURE FUND TOTAL $906,695 $608,559 $525,679 $525,679 CDBG FUND (35)
CDBG 1,324,491 1,532,300 1,747,680 1,757,083 Miscellaneous 8,489 65,336 -

-
CDBG FUND TOTAL $1,332,980 $1,597,635 $1,747,680 $1,757,083 DRAINAGE CAPITAL OUTLAY FUND (36)
Sanitation Fees 631,857 665,728 800,000 350,000 Interest Income 38,606 274,533 93,795 93,795 DRAINAGE CAP. OUTLAY FUND TOTAL
$670,463 $940,262 $893,795 $443,795

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-16
2022-23 2023-24 2024-25 2025-26
Revenue Source Actuals Actuals Adopted Proposed
TRAFFIC SAFETY FUND (37)
Motor Vehicle Fines 227,031 272,442 200,000 300,000 TRAFFIC SAFETY FUND TOTAL $227,031 $272,442 $200,000 $300,000 ARPA FUND (38)
Federal Grant 9,025,501 12,788,866 -

-
Interest Income
501,202 1,555,211 -
-
ARPA FUND TOTAL $9,526,703 $14,344,076 $0 $0
PARK DWELLING FUND (39)
Park Dwelling Fees 298,801 (178,197) 4,315,180 4,315,180 Interest Income (5,721)

101,766 94,928 94,928
PARK DWELLING FUND TOTAL $293,080 ($76,432) $4,410,108 $4,410,108

ENTERPRISE FUNDS
AIRPORT FUND (40)
Aircraft Taxes 226,853 123,987 249,538 205,476 Parking Fees 320 480 480 480
Rents 46,708 68,621 49,376 8,476
Fixed-Base Operators 560,069 576,606 588,072 675,714 Hangar Admin. Fees 4,950 5,400 4,000 5,670
Hangar Rental 1,141,540 1,238,324 1,325,449 1,362,156 Fuel Flowage Fees 38,674 56,171 50,000 70,213
Tie-Downs 111,815 158,105 122,997 197,631 Visitor Aircraft Parking 12,450 11,324 13,695 12,456
Field Use Charges 1,475 2,656 2,000 2,300
Airport Fees 4,400 4,400 4,840 5,340
FAA Federal Grants 261,415 532,425 1,173,000 -

State Grants
-
26,621 -
-
Donations
-
- -
-
Bond Proceeds
-
- -
-
Interest Income
277,830 381,466 39,718 211,481 Miscellaneous 1,723 10,460 8,324 5,324
AIRPORT FUND TOTAL $2,690,222 $3,197,046 $3,631,489 $2,762,717 COMPRESSED NATURAL GAS (CNG) FUND (41)
CNG Sales 285 (7)
120,000 160,000
Interest Income 2,575 (2,341)
-
-
TOTAL CNG FUND $2,859 ($2,348) $120,000 $160,000

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-17
2022-23 2023-24 2024-25 2025-26
Revenue Source Actuals Actuals Adopted Proposed
ENTERPRISE FUNDS cont.

BREA DAM FUND (42)
Cell Tower Rent 32,657 33,238 32,000 32,000
Park Property Lease 25,426 66,498 24,000 38,000
Rents 42,000 2,000 -
-
Facility Rentals
63,975 69,236 41,000 45,000
Field Use Charges 230,882 183,243 210,000 211,000 General Concessions 1,289 1,369 2,000 2,000
Parking Fees -
-
56,000 20,000
Recreation Fees 348,057 359,824 307,300 358,000 Golf Revenues 3,478,700 3,468,204 3,400,000 3,460,000 Donations 30,000 40,040 44,000 44,000
Miscellaneous 451,921 -
-
-
Interest Income
47,749 164,209 -
-
BREA DAM FUND TOTAL $4,752,655 4,387,862 $4,116,300 4,210,000 WATER FUND (44)
Water Sales 46,457,921 47,950,102 53,851,305 47,250,000 Water Permits 39,033 55,492 45,500 80,520
Cell Tower Rent 342,739 301,369 320,000 350,000 Customer Service Charges 189,933 255,335 350,000 250,000 Plan Check Fees 45,151 43,025 40,000 45,000
Misc. Fees & Charges 22,718 73,877 47,130 59,130
Water Delinquency Charges 1,076,353 673,523 900,000 600,000 Water System Reimbursements 7,425 477,059 13,000 13,000 Sale of Property 18,099 18,501 18,000 18,000
Damage Repair 7,191 30,087 15,000 15,000
State Grant (231,013) 1,554 -

-
Federal Grant
39,975 165,329 -
-
Underground Locating Impact Fee
270,000 270,000 148,500 148,500 Miscellaneous Revenue 49,622 72,566 88,615 88,615
Interest Income 525,001 2,364,447 600,000 200,000 Contributed Assets 77,325 108,527 -
-
WATER FUND TOTAL $48,937,474 $52,860,792 $56,437,050 $49,117,765 WHITING-LEMON PARKING FUND (45)
Parking Fees 7,500 -
10,000 10,000
Interest Income (1,583)
(13,856) -
-
WHITING-LEMON PARKING FUND TOTAL $5,917 ($13,856) $10,000 $10,000

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-18
2022-23 2023-24 2024-25 2025-26
Revenue Source Actuals Actuals Adopted Proposed
REFUSE FUND (46)
Refuse Collection & Disposal 13,684,575 13,572,122 15,200,000 15,344,293 AB 939 Fees 512,934 512,230 500,000 500,000 Refuse Admin Reimbursement 134,171 -
144,293
CRV -
3,131 265,393 100,000
Miscellaneous 4,705 145,426 - -
Interest Income
8,449 68,710 20,000 20,000
REFUSE FUND TOTAL $14,344,834 $14,301,619 $16,129,686 $15,964,293 SEWER FUND (47)
Sewer Service Fee 5,336,462 5,896,909 6,000,000 6,000,000 Wastewater Discharge Permit 34,833 35,100 40,000 40,000 Interest Income 101,297 363,172 187,650 175,000

SEWER FUND TOTAL
$5,472,592 $6,295,181 $6,227,650 6,215,000

INTERNAL SERVICES FUNDS
LIABILITY INSURANCE FUND (62)
Interfund Insurance 12,024,521 11,353,111 11,178,303 10,750,000 Interest Income 244,367 1,058,888 350,000 350,000 Bond Proceeds -
-
-
-
Revenue Allocation
(12,024,521) (11,353,111) (11,178,303) (10,750,000) Insurance Reimbursements 1,000 400 -
-
LIABILITY INSURANCE FUND TOTAL $245,367 $1,059,288 $350,000 $350,000 VEHICLE REPLACEMENT FUND (64)
Interfund Equip. Replacemen
t 2,823,044 2,963,067 3,267,439 3,449,101 Interest Income 60,560 285,427 80,000 80,000 Sale of Property 257,698 252,955 - -
Revenue Allocation
(2,823,044) (2,963,067) (3,267,439) (3,449,101) Contributed Asset from Developer - - - -
Miscellaneous
1,833 - - -
VEHICLE REPLACEMENTFUND TOTAL $320,091 $538,381 $80,000 $80,000 WORKERS' COMPENSATION FUND (65)
Interfund Workers' Compensation 4,082,954 3,332,146 2,461,660 3,764,265 Interest Income 365,348 1,356,316 450,000 450,000 Revenue Allocation (4,082,954) (3,332,146) (2,461,660) (3,764,265) Insurance Recovery Costs 203 19 -

-
Benefit Reimbursements
302,771 159,261 -
-
WORKERS' COMPENSATION FUND TOTAL $668,322 $1,515,596 $450,000 $450,000

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-19
2022-23 2023-24 2024-25 2025-26
Revenue Source Actuals Actuals Adopted Proposed
INTERNAL SERVICES FUNDS (cont.)
GROUP INSURANCE FUND (66)
Interfund Insurance 6,983,274 7,397,159 8,728,641 8,776,651 Interest Income 23,147 111,280 25,000 25,000 Donations -
1,728 -
-
Cigna Wellness Contributions 34,216 48,911 - -
Revenue Allocation
(6,983,274) (7,397,159) (8,728,641) (8,776,651) GROUP INSURANCE FUND TOTAL $57,363 $161,919 $25,000 $25,000 EQUIPMENT MAINTENANCE FUND (67)
Interfund Equip. Maintenance 3,353,805 4,839,857 4,868,257 4,854,630 Interest Income 73,254 180,075 80,000 80,000 Damage Repair 47,807 13,320 -

-
Sale of Property
810 -
-
-
Revenue Allocation
(3,353,805) (4,839,857) (4,868,257) (4,854,630) EQUIPMENT MAINTENANCE FUND TOTAL $121,871 $193,395 $80,000 $80,000

INFORMATION TECHNOLOGY
FUND (68)
Interfund Information Technology 6,790,737 7,812,888 9,281,309 8,775,885 Interest Income 104,721 43,639 6,000 6,000 Revenue Allocation (6,790,737) (7,812,888) (9,281,309) (8,775,885)

INFORMATION TECHNOLOGY FUND TOTAL
$104,721 $43,639 $6,000 $6,000

BUILDING MAINTENANCE
FUND (69)
Interfund Building Maintenance 2,788,130 3,572,559 4,323,102 3,510,058 Interest Income (4,908)
309,211 20,000 20,000
Miscellaneous Reimbursements 540,662 583,784 - - Revenue Allocation
(2,788,130) (3,572,559) (4,323,102) (3,510,058) BUILDING MAINTENANCE FUND TOTAL $535,754 $892,995 $20,000 $20,000

FACILITY CAPITAL REPAIR
FUND (70)
Interfund Facility Capital Repai
r 567,372 569,543 583,049 664,960 Interest Income 10,116 120,122 40,000 40,000 Other Revenues -
-
-
-
Revenue Allocation
(567,372) (569,543) (583,049) (664,960) FACILITY CAPITAL REPAIR FUND TOTAL $10,116 $120,122 $40,000 $40,000

DETAIL BY FUND

REVENUE SUMMARIES
Revenue Summaries by Fund | A-20
2022-23 2023-24 2024-25 2025-26
Revenue Source Actuals Actuals Adopted Proposed
CAPITAL PROJECTS FUND (74)
State Grants 6,583,644 935,418 7,140,000 - Measure M Regional
95,298 193,018 238,610 150,028 Federal Grants 1,259 705,768 2,805,000 3,218,400 Other Agency Contributions 72,848 1,000,000 - -
Traffic Mitigation Fees
84,000 -
-
200,000
Developer Agreement Fees 25,635 151,822 - -
Bond/Loan Proceeds
-
-
-
-
Interest Income
-
-
-
-
Miscellaneous
190,442 579,656 -
-
CAPITAL PROJECTS FUND TOTAL $7,053,126 $3,565,682 $10,183,610 $3,568,428 SUCCESSOR AGENCY FUNDS (80-89)
RPTTF Taxes/ROPS 9,270,595 11,403,609 15,012,851 9,047,795 Rents -
-
-
-
Interest Income
774,084 1,077,406 25,000 25,000 Miscellaneous -
10,700,000 -
-
Bond Proceeds
992,015 992,015 318,370 992,015 SUCCESSOR AGENCY FUNDS TOTAL $11,036,694 $24,173,031 $15,356,221 $10,064,810 TOTAL CITWIDE REVENUES $253,439,090 $285,916,577 $271,116,514 $259,935,519 Revenue Summaries by Fund | A-21

DETAIL BY FUND

REVENUE SUMMARIES

BY FUND & DEPARTMENT
FISCAL YEAR 2025-26
2022-23 2023-24 2024-25 2025-26
Fund/Department Actuals Actuals Adopted Proposed
GENERAL FUNDS (10-15)
City Council 513,657 444,110 459,535 409,527 City Manager 3,303,031 3,367,300 4,095,438 4,879,405 Administrative Services 2,921,263 3,320,705 3,632,811 3,781,437 Human Resources 627,996 558,382 731,485 680,218 General Government (932,142) (1,690,348) (2,759,011) (4,634,953) Fire 28,735,152 33,532,155 34,837,549 37,848,818 Police 54,830,228 58,464,115 61,551,581 63,994,648 Community & Economic Development 6,163,016 5,499,964 7,060,214 7,392,771 Public Works 9,017,558 10,182,467 11,295,211 11,813,378 Library 3,641,251 4,368,652 4,744,137 4,678,964 Parks & Recreation 5,513,451 5,926,604 7,210,368 6,937,291 TOTAL GENERAL FUNDS $114,334,462 $123,974,106 $132,859,319 137,781,505 WEST COYOTE HILLS ENDOWMENT FUND (20)
Public Works 19 10 - -
TOTAL WEST COYOTE HILLS FUND $19 $10 $0 $0
OPIOID LITIGATION SETTLEMENT (21)
City Manager - 1,465 - -
Police
- - - 200,000
General Government - 4 - -
TOTAL OPIOID LIT. SETTLEMENT FUND $0 $1,469 $0 $200,000 AIR QUALITY IMPROVEMENT FUND (22)
Community & Economic Development - - - -
Public Works
5,026 5,505 21,000 10,000
TOTAL AIR QUALITY IMPROVEMENT FUND $5,026 $5,505 $21,000 $10,000 SANITATION FUND (23)
City Manager 3,943 12,635 - -
Administrative Services 35,333 43,022 55,295 58,843
General Government 13,103 24,497 - -
Public Works
7,360,123 7,762,444 8,656,303 8,734,338 TOTAL SANITATION FUND $7,412,502 $7,842,597 $8,711,598 $8,793,181

EXPENDITURE SUMMARIES
Expenditure Summaries by Fund | A-22

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2022-23 2023-24 2024-25 2025-26
Fund/Department Actuals Actuals Adopted Proposed
MEASURE M2 FUND (25)
Public Works 266,580 284,156 217,000 217,000 Parks and Recreation 124,022 228,081 370,406 370,406 TOTAL MEASURE M2 FUND $390,602 $512,237 $587,406 $587,406 HOUSING FUND (26)
Community & Economic Development 11,348 319,000 610,350 741,83 9 General Government - - - -
TOTAL HOUSING FUND $11,348 $319,000 $610,350 $741,839
FTV CABLE-PEG ACCESS FUND (27)
City Manage
r 30,628 123,495 244,856 194,856
Police 48,535
TOTAL FTV CABLE-PEG FUND $30,628 172,030 $244,856 $194,856 SB2/PHLA FUND (28)
Community & Economic Development 214,602 2,122,540 590,205 604,410 TOTAL SB2/PHLA FUND $214,602 $2,122,540 $590,205 $604,410 SB1/RMRA FUND (29)
Public Works 710 655 439 439
TOTAL S1/RMRA FUND $710 $655 $439 $439
GAS TAX FUND (30)
Public Works 3,304,94 7 3,423,910 4,268,058 4,284,367 General Government - - - -
TOTAL GAS TAX FUND $3,304,947 $3,423,910 $4,268,058 $4,284,367 GRANTS FUND (32)
City Manage
r 2,190,000 252,735 - -
Fire
149,760 281,864 - -
Police
1,395,161 1,152,265 947,740 947,740 Community & Ecoonomic Development 437,566 11,048,752 566,895 461,693 Public Works 2,500 421,035 - -
Parks & Recreation
100,334 92,326 215,633 263,255
TOTAL GRANTS FUND $4,275,321 $13,248,977 $1,730,268 $1,672,688 Expenditure Summaries by Fund | A-23

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2022-23 2023-24 2024-25 2025-26
Fund/Department Actuals Actuals Adopted Proposed
SLES FUND (33)
Police 359,86 9 412,076 211,054 211,054 TOTAL SLES FUND $359,869 $412,076 $211,054 $211,054
ASSET SEIZURE FUND (34)
Police 599,441 569,96
8 381,899 406,899
TOTAL ASSET SEIZURE FUND $599,441 $569,968 $381,899 $406,899 CDBG FUND (35)
Community & Economic Developmen
t 739,591 850,282 1,397,680 1,407,083
TOTAL CDBG FUND $739,591 $850,282 $1,397,680 $1,407,083 DRAINAGE CAPITAL OUTLAY FUND (36)
Public Works 205,640 220,187 303,997 317,276 Capital Improvements - - - 330,000
TOTAL DRAINAGE CAPITAL OUTLAY FUND $205,640 $220,187 $303,997 647,276 ARPA FUND (38)
City Manage
r 23,377 19,209 25,878 26,822
Administrative Services 111,192 126,213 171,216 169,593 General Government 1,815,357 572,931 - - TOTAL ARPA FUND $1,949,926 $718,353 $197,094 $196,415
PARK DWELLING FUND (39)
General Government 104 53 - -
TOTAL PARK DWELLING FUND $104 $53 $0 $0
AIRPORT FUND (40)
Public Works 2,376,91
9 5,160,925 2,196,892 2,272,373 Capital Improvements - (520) 1,173,000 -
General Government - - - -
TOTAL AIRPORT FUND $2,376,919 $5,160,405 $3,369,892 $2,272,373 Expenditure Summaries by Fund | A-24

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2022-23 2023-24 2024-25 2025-26
Fund/Department Actuals Actuals Adopted Proposed
CNG FUND (41)
Public Works 113,584 65,404 221,560 237,441 General Government - - - -
TOTAL CNG FUND $113,584 $65,404 $221,560 $237,441
BREA DAM FUND (42)
Public Works - 1,444 - -
Parks & Recreation
4,357,650 4,361,648 4,252,036 4,420,681 General Government - - - -
TOTAL BREA DAM FUND $4,357,650 $4,363,093 $4,252,036 $4,420,681 WATER FUND (44)
City Council (7,317) 8,771 7,550 7,678
City Manage
r 26,472 33,996 - -
Administrative Services 1,469,562 1,624,534 1,471,402 1,479,203 Human Resources - - - -
Community Development - - - -
Public Works
29,567,682 32,533,037 38,469,964 41,730,893 Parks & Recreation 48,711 40,419 53,337 85,735
General Government - - - -
Capital Improvements 437,574 100,227 20,225,000 16,100,000 TOTAL WATER FUND $31,542,684 $34,340,985 $60,227,253 $59,403,509 WHITING/LEMON PARKING FUND (45)
Public Works 85,711 13,354 92,290 48,721
General Government - (9) - -
TOTAL WHITING/LEM. PARKING FUND $85,711 13,345 $92,290 $48,721 REFUSE COLLECTION FUND (46)
City Manager - - - -
Administrative Services 73,457 113,124 141,998 154,678 Public Works 13,892,41 5 15,435,132 15,950,252 16,079,359 TOTAL REFUSE COLLECTION FUND $13,965,872 $15,548,256 $16,092,250 $16,234,037 SEWER FUND (47)
City Manager 3,943 15,749 - -
Administrative Services 35,042 43,898 55,295 58,843
Expenditure Summaries by Fund | A-25

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2022-23 2023-24 2024-25 2025-26
Fund/Department Actuals Actuals Adopted Proposed
Human Resources - - - -
General Government - - - -
Public Works
5,453,269 4,959,911 4,760,971 5,021,642 Capital Improvements 255,565 (70,954) 500,000 1,000,00 0 TOTAL SEWER FUND $5,747,820 $4,948,604 5,316,266 6,080,485 LIABILITY INSURANCE FUND (62)
Human Resources 9,666,649 (5,155,158) 11,178,303 10,750,000 General Government - - -
Less Allocations (12,459,521 ) - (11,178,303) (10,750,000) TOTAL LIABILITY INSURANCE FUND ($2,792,873) ($5,155,158) $0 $0 VEHICLE REPLACEMENT FUND (64)
Public Works 1,525,20 5 1,453,040 3,886,405 2,749,605 Less Allocations (2,948,413) (2,616,652) (4,336,439) (3,449,101) TOTAL VEHICLE REPLACEMENT FUND ($1,423,208) ($1,163,612) ($450,034) ($699,496) WORKERS' COMPENSATION FUND (65)
Human Resource
s 2,594,288 3,163,220 3,461,706 3,564,255 General Government - - - -
Less Allocations
(4,082,954) (3,332,146) (2,461,706) (3,564,255) TOTAL WORKERS' COMPENSATION FUND ($1,488,665) ($168,926) $1,000,000 $0 GROUP INSURANCE FUND (66)
Administrative Services - - - -
Human Resources 7,140,955 7,723,700 8,728,641 8,776,651 General Government - - - -
Less Allocations
(6,983,274) (7,397,159) (8,728,641) (8,776,651) TOTAL GROUP INSURANCE FUND $157,681 $326,540 $0 $0
EQUIPMENT MAINTENANCE FUND (67)
Public Works 3,781,410 4,100,216 5,187,652 4,896,725 General Government - - - -
Less Allocations
(3,558,663) (5,049,960) (4,875,257) (4,854,630) TOTAL EQUIPMENT MAINTENANCE FUND $222,747 ($949,743) $312,395 $42,095 Expenditure Summaries by Fund | A-26

EXPENDITURE SUMMARIES

BY FUND & DEPARTMENT
2022-23 2023-24 2024-25 2025-26
Fund/Department Actuals Actuals Adopted Proposed
INFORMATION TECHNOLOGY FUND (68)
Information Technology 7,887,691 8,821,39 7 8,903,222 8,441,791 General Government 248,279 24,043 - -
Capital Improvements - - 1,676,938 992,768 Less Allocations (6,814,231) (8,016,110) (9,281,309) (8,775,885) TOTAL INFO TECHNOLOGY FUND $1,321,739 $829,329 $1,298,851 $658,674 BUILDING MAINTENANCE FUND (69)
Public Works 3,111,605 4,288,400 4,157,246 4,132,177 General Government - - - -
Less Allocations
(3,168,643) (4,003,661) (4,330,802) (3,510,058) TOTAL BUILDING MAINTENANCE FUND ($57,038) $284,738 ($173,556) $622,119 FACILITY CAPITAL REPAIR FUND (70)
Public Works 13,384 11,894 13,078 11,078
Less Allocations (567,372) (569,543) (596,049) (675,960) TOTAL FACILITY CAPITAL REPAIR FUND ($553,988) ($557,649) ($582,971) ($664,882) CAPITAL PROJECTS FUND (74)
Public Works - (739) - -
Capital Improvements 22,249,118 22,335,143 27,329,050 15,063,535 TOTAL CAPITAL PROJECTS FUND $22,249,118 $22,334,404 $27,329,050 $15,063,535 SUCCESSOR AGENCY FUNDS (80-89)
Successor Agency 1,608,433 1,376,232 15,012,851 9,047,795 City Manager 18,608 15,721 28,513 -
Administrative Services 63,730 33,529 73,279 -
Human Resources 88 984 9,520 -
Community & Economic Development (47,937) 15,310 118,233 - TOTAL SUCCESSOR AGENCY FUNDS $1,642,922 $1,441,776 $15,242,396 $9,047,795 TOTAL CITYWIDE EXPENDITURES $211,303,413 $236,055,749 $285,662,901 $270,506,504 Expenditure Summaries by Fund | A-27

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2025-26
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
General Funds (10-15)
City Council 69,088 340,439 - - 409,527 City Manager 1,292,040 3,587,365 - - 4,879,405 Administrative Services 2,836,556 944,881 - - 3,781,437 Human Resources 399,821 280,397 - - 680,218 General Government (2,057,941) (2,577,012) - - (4,634,953) Fire 25,990,918 11,754,900 103,000 37,848,818 Police 47,326,950 16,667,698 - - 63,994,648 Comm. & Economic Development 4,623,650 2,769,121 - - 7,392,771 Public Works 4,534,664 7,415,228 79,000 (215,514) 11,813,378 Library 2,857,551 1,821,413 - - 4,678,964 Parks & Recreation 2,758,961 4,178,330 - - 6,937,291 Total General Funds $90,632,258 $47,182,761 $182,000 ($215,514) $137,781,505 Opioid Litigation Settlemnt Fund (21)
Police - 200,000 - - 200,000
Total Opioid Litigation Fund $0 $200,000 $0 $0 $200,000 Air Quality Improvement
Fund (22)
Comm. & Economic Development - - - - -
Public Works - 10,000 - - 10,000
Total Air Quality Imp. Fund $0 $10,000 $0 $0 $10,000
Sanitation Fund (23)
Administrative Services 58,843 - - - 58,843
Public Works 3,399,076 5,312,762 22,500 8,734,338 Total Sanitation Fund $3,457,919 $5,312,762 $22,500 $0 $8,793,181 Measure M2 Fund (25)
Public Works -
217,000 - - 217,000
Parks & Recreation 74,000 296,406 - - 370,406
Total Measure M2 Fund $74,000 $513,406 $0 $0 $587,406
Housing Fund (26)
Comm. & Economic Development 363,176 378,663 - - 741,839 General Government - - - - -
Total Housing Fund $363,176 $378,663 $0 $0 $741,839
Expenditure Summaries by Category | A-28

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2025-26
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
FTV Cable-PEG Access Fund (27)
City Manager - 194,856 - - 194,856
Total FTV Cable-PEG Fund $0 $194,856 $0 $0 $194,856
SB2/PHLA Fund (28)
Comm. & Economic Development - 604,410 - - 604,410
Total SB2/PHLA Fund $0 $604,410 $0 $0 $604,410
SB1/RMRA Fund (29)
General Government 439 439
Total SB1/RMRA Fund $0 $439 $0 $0 $439
Gas Tax Fund (30)
Public Works 1,473,494 2,803,873 7,000 - 4,284,367 General Government - - - - -
Total Gas Tax Fund $1,473,494 $2,803,873 $7,000 $0 $4,284,367 Grants Fund (32)
City Manager - - - - -
Comm. & Economic Development 48,395 413,298 - - 461,693 Parks & Recreation 28,378 234,877 - - 263,255 Police 684,407 263,333 - - 947,740 Total Grants Fund $761,180 $911,508 $0 $0 $1,672,688
SLES Fund (33)
Police 210,000 1,054 - - 211,054
Total SLES Fund $210,000 $1,054 $0 $0 $211,054
Asset Seizure Fund (34)
Police -
156,899 250,000 - 406,899
Total Asset Seizure Fund $0 $156,899 $250,000 $0 $406,899 CDBG Fund (35)
Comm. & Economic Developmen
t 299,590 1,107,493 - - 1,407,083 Total CDBG Fund $299,590 $1,107,493 $0 $0 $1,407,083
Expenditure Summaries by Category | A-29

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2025-26
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
Drainage Capital Outlay Fund (36)
Public Works 167,320 149,956 330,000 - 647,276 General Government - - - - -
Total Drainage Cap. Outlay Fund $167,320 $149,956 $330,000 $0 $647,276 ARPA Fund (38)
City Manage
r 26,822 - - - 26,822
Administrative Services 164,593 5,000 - - 169,593 General Government - - - - -
Total ARPA Fund $191,415 $5,000 $0 $0 $196,415
Airport Fund (40)
Public Works 819,524 2,275,227 - (822,378) 2,272,373 Capital Improvements - - - - -
General Government - - - - -
Total Airport Fund $819,524 $2,275,227 $0 ($822,378) $2,272,373 CNG Fund (41)
Public Works 37,183 200,258 - - 237,441 General Government - - - - -
Total CNG Fund $37,183 $200,258 $0 $0 $237,441
Brea Dam Fund (42)
Public Works 132,872 210,642 - (343,514) - Parks & Recreation 479,702 4,179,909 - (238,930) 4,420,681 General Government - - - - -
Total Brea Dam Fund $612,574 $4,390,551 $0 ($582,444) $4,420,681 Water Fund (44)
City Council 7,678
- - - 7,678
City Manager - - - - -
Administrative Services 647,318 831,885 - - 1,479,203 Public Works 7,461,246 36,263,288 115,000 (2,108,641) 41,730,893 Parks & Recreation 85,735 - - - 85,735
Capital Improvements 16,100,000 16,100,000
Total Water Fund 8,201,977 $37,095,173 $16,215,000 ($2,108,641) 59,403,509 Expenditure Summaries by Category | A-30

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2025-26
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
Whiting-Lemon Parking Fund (45)
Public Works 8,840 39,881 - - 48,721
Total Whiting-Lemon Park. Fund $8,840 $39,881 $0 $0 $48,721 Refuse Fund (46)
City Manager 26,822 - - - 26,822
Administrative Services 154,678 - - - 154,678 Public Works 353,741 15,698,796 - - 16,052,537 General Government - - - - -
Total Refuse Fund $535,241 $15,698,796 $0 $0 16,234,037 Sewer Fund (47)
Administrative Services 58,843 - - - 58,843
Public Works 2,660,018 3,436,541 66,000 (1,140,917) 5,021,642 General Government - - - - -
Capital Improvements - - 1,000,000 - 1,000,000 Total Sewer Fund $2,718,861 $3,436,541 $1,066,000 ($1,140,917) $6,080,485 Liability Insurance Fund (62)
Human Resources 463,725 10,286,275 - (10,750,000) - General Government - - - - -
Total Liability Insurance Fund $463,725 $10,286,275 $0 ($10,750,000) $0 Vehicle Replacement Fund (64)
Public Works - 1,656,215 1,093,390 (3,449,101) (699,496) Capital Improvements - - - - -
Total Vehicle Replacement Fund $0 $1,656,215 $1,093,390 ($3,449,101) ($699,496) Workers Compensation Fund (65)
Human Resources 417,041 3,147,214 - (3,564,255) - General Government -
Total Workers Comp Fund $417,041 $3,147,214 $0 ($3,564,255) $0 Group Insurance Fund (66)
General Government -

Human Resources 395,794 8,380,857 - (8,776,651) - Total Group Insurance Fund $395,794 $8,380,857 $0 ($8,776,651) $0 Expenditure Summaries by Category | A-31

EXPENDITURE SUMMARIES

BY FUND, DEPARTMENT & CATEGORY
FISCAL YEAR 2025-26
Salaries Maintenance Capital Allocations
Department/Fund & Benefits & Support Outlay Out Total
Equipment Maintenance Fund (67)
Public Works 1,708,530 3,188,195 - (4,854,630) 42,095 General Government - - - - -
Total Equip. Maintenance Fund $1,708,530 $3,188,195 $0 ($4,854,630) $42,095 Information Technology Fund (68)
Information Technology 173,159 8,168,632 1,092,768 (8,775,885) 658,674 General Government - - - - -
Total Information Tech Fund $173,159 $8,168,632 $1,092,768 ($8,775,885) $658,674 Building Maintenance Fund (69)
Public Works 1,437,557
2,694,620 - (3,510,058) 622,119
General Government - - - - -
Total Building Maint. Fund $1,437,557 $2,694,620 $0 ($3,510,058) $622,119 Facility Capital Repair Fund (70)
Public Works - 11,078 - (675,960) (664,882)
Total Facility Capital Repair Fund $0 $11,078 $0 ($675,960) ($664,882) Capital Improvement Fund (74)
Public Works 1,759,475 - - (1,759,475) - Parks & Recreation 287,941 - - (287,941) - Capital Improvements - - 15,063,535 - 15,063,535 Total Capital Improvements $2,047,416 $0 $15,063,535 ($2,047,416) $15,063,535 Successor Agency Funds (80-89)
City Manage
r - - - - -
Administrative Services - - - - -
Human Resources - - - - -
Comm. & Econ. Development - - - - -
Successor Agency - 9,047,795 - - 9,047,795
Total Successor Agency $0 $9,047,795 $0 $0 $9,047,795
TOTAL CITY APPROPRIATIONS $117,207,774 $169,250,387 $35,322,193 ($51,273,850) $270,506,504 Expenditure Summaries by Category | A-32

CITY OF FULLERTON, CA
Fiscal Year 2025-26
Proposed Operating
& Capital Improvements Budget

CITY COUNCIL

City Council
City Council
FISCAL YEAR 2025-26

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The City of Fullerton operates under the Council-Manager form of local government. The five members of the City Council are elected by the citizens within 5 districts as the legislative, policy-making branch of city government, and appoints a City Manager to implement its policies and oversee the City's day-to-day operations. As Fullerton’s elected representatives, the City Council expresses the values of the electorate in keeping pace with community needs and establishing the quality of municipal services. The City Council also serves as the board members to the Successor Agency, Housing Authority, and the Public Financing Authority.

City Council determines service levels and revenue obligations through the adoption of an annual budget, authorizes City contracts and expenditures, establishes City service and operating policies, and adopts such regulatory measures as may be necessary for the mutual protection of the community. 0 1
2 3
4 5
2023-24
Budgeted
2024-25
Budgeted
2025-26
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Total Expenditures
Citizens of Fullerton
City Council
Mayor
Mayor Pro Tem
Councilmembers
B-1
Budg
eted FTE Positions 5.0 5.0 5.0 5.0
Nonregular Hours 0000
Salaries & Benefits $91,064 $75,490 $75,490 $76,766
Maintenance & Support 361,817 391,595 391,595 340,439
Capital Outlay -
-
-
-
Subtotal
452,881 467,085 467,085 417,205
Less Allocations -
-
-
-
T
otal Operating Budget $452,881 $467,085 $467,085 $417,205

DEPARTMENT FUND ANALYSIS
F
und No. and Title
10 - General Fund $444,110 $459,535 $459,535 $409,527
44 - Water Fund 8,771 7,550 7,550 7,678
89 - Successor Agency - - - -
T
otal Operating Budget $452,881 $467,085 $467,085 $417,205 2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
City Council | B-2
City Council

DEPARTMENT SUMMARY
FISCAL YEAR 2025-26
2025-26
Proposed
2024-25
Projected
2024-25
Adopted
2023-24
Actual
Salaries &
Benefits
18%
Maintenance &
Support
82%
Operating Budget by Category
General Fund
98% Water Fund
2%
Department Fund Analysis
Position Classification
Council Member 5.0 5.0 5.0
Total Budgeted FTE Positions 5.0 5.0 5.0
Nonregular Employees - Hours
Total Nonregular Hours
0 0 0
City Council | B -3
City Council
FISCAL YEAR 2025-26
Regular Employees - Full-Time Equivalent Positions
2025-26
Proposed
2024-25
Budgeted
2023-24
Budgeted

DEPARTMENT PERSONNEL SUMMARY

CITY MANAGER

City Manager's Office
City Manager
FISCAL YEAR 2025-26

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The City Manager's Office provides professional leadership in the management of the City and is responsible for the coordination of all municipal programs and the executive supervision of all City departments and agencies. The City Manager assists the City Council in formulating policies and re sponds to City Council issues and concerns, either directly or through various City staff members, to recommend options or potential solutions.

In addition to managing the administrative functions of the City, the City Manager ensures the effective coordination and implementation of public policies, programs and initiatives by utilizing the talents of all City departments. The City Manager's Office includes the functions of the City Clerk, Intergovernmental Affairs, Public Information, Legislative Support, Community Choice Aggregation, Grant Management, Information Technology, and oversight of the Animal Control Services contract. 0 2
4 6
8 10
12 2023-24
Budgeted
2024-25
Budgeted
2025-26
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Total Expenditures
City Manager
City Manager's Office City Clerk's Office
C-1
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Work with the WISE Committee to help determine a new, sustainable landfill rate structure ahead of the County’s anticipated rate increases in 2026.

Expand Civic Engagement through public events, town halls, and community workshops to strengthen resident participation in local government.

City Manager's Office | C-2
Work with all eight (8) City departments on each department’s short-term and long-term strategic strategies.

Increase accessibility of City information by improving the website’s user interface and ensuring ADA compliance.

Enhance the City's Legislative Platform.

Continue to collaborate with FilmLA to market Fullerton as a film-friendly destination through a targeted campaign to attract productions that highlight local landmarks and businesses.

City Manager
FISCAL YEAR 2025-26
FY 2025-26 Department Goals & Initiatives
Development of objectives to achieve the City Council's key identified priorities of Public Safety, Infrastructure & Fiscal and Organizational Sustainability.

Administer the day-to-day activities of the City Manager's Office, which includes the City Clerk's Office, Public Information Office, City Attorney and legal services, Intergovernmental Programs, Orange County Power Authority, Information Technology, and Animal Control Services contract.

ARPA - Expend all remaining ARPA funds' balances and complete critical infrastructure projects in accordance with US Treasury guidelines and by December 30, 2026 ARPA final deadline.

In conjunction with Administrative Services Department, oversee the Budget Development Process in efforts to present a balanced budget for FY 2026-27.

Implement technology enhancements and staffing strategy for organizational efficiency and stability.

Continue to engage legislators and address legislation to promote City interests including promoting local control, specifically public safety, economic development, and infrastructure.

FY 2024-25 Department Accomplishments
Successfully hosted and produced the City’s 2025 State of the City event, highlighting key initiatives, partnerships, and achievements to the community and regional stakeholders.

Successfully implemented key IT projects to enhance City operations.

Implemented City Manager cost containment budget strategies in FY 24-25 and projected to increase reserve levels by approximately $3-$4 million.

Worked in collaboration with FilmLA to promote Fullerton as a film-friendly destination and welcomed a major film production to Fullerton, showcasing the City’s unique character and supporting economic activity through increased local spending and visibility.

Worked in collaboration with the Human Resources Department to coordinate the 2024 Employee Appreciation Event.

Continued to offer low-cost pet vaccine clinics in collaboration with a community partner to improve access to essential animal health services for Fullerton residents.

Release an RFP for Comprehensive IT Services to enhance cybersecurity, modernize systems, and improve support across all departments.

Submitted a "Balanced" FY 2025-26 Operating Budget supported by ongoing revenues, cost containment reductions and $3.95 million of available reserves and oprojected to achieve the City's 17% Reserves goal for 3rd consecutive year. •
•
•
• Awarded $3.5 million in earmark funding requests.
• Continued partnership with Cal Trans for underpass clean-up and maintenance services. •
City Manager's Office | C-3
Completed the Grant Writing Services Request for Qualifications (RFQ) process and established an on-call list of qualified firms to support the City’s pursuit of competitive grant opportunities.

Downtown Fullerton was once again voted one of the Top 3 Best Downtowns in The OC Register’s Best of Orange County awards, with the Downtown Fullerton Farmers Market also recognized among the Top 3 Best Farmers Markets in Orange County.

Released bi-monthly City Manager's Report which is available for City Council, city staff, and residents to view on the city's website.

City Manager
FISCAL YEAR 2025-26
FY 2024-25 Department Accomplishments (cont.)
Enhanced and significantly increased number of social media posts shared across city platforms including Facebook, Instagram, Twitter, and Nextdoor.

Budget
ed FTE Positions 8.0 8.0 8.0 8.0
Nonregular Hours 960 960 960 960
Salaries & Benefits 1,227,360 1,342,318 1,342,318 1,353,006 Maintenance & Support 2,614,946 3,052,367 3,052,367 3,782,221 Capital Outlay -
-
-
-
Subt
otal 3,842,306 4,394,685 4,394,685 5,135,227 Less Allocations -
-
-
Total
Operating Budget $3,842,306 $4,394,685 4,394,685 $5,135,227 Fund No. and Title
10 - General 3,367,300 4,095,438 4,095,438 4,879,405 21 - Opioid Litigation Settlement 1,465 -
-
-
23 - Sanit
ation 12,635 -
-
-
27 - F
TV Cable PEG Access Fund 123,495 244,856 244,856 194,856 32 - Grant Fund 252,735 -
-
-
38 - Americ
an Rescue Plan (ARPA) 19,209 25,878 25,878 26,822 44 - Water 33,996 -
-
-
46 - R
efuse -
-
-
34,144
47 - Sewer Enterprise 15,749 -
-
-
89 - Suc
cessor Agency 15,721 28,513 28,513 - Subt
otal $3,842,306 $4,394,685 4,394,685 $5,135,227
Less Allocations:

None -
-
-
-
Total
Operating Budget $3,842,306 $4,394,685 $4,394,685 $5,135,227 2024-25
Adopted
2023-24
Actual
2024-25
Projected
2025-26
Proposed
Ci ty Manager's Office | C-4
City Manager

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2025-26
2025-26
Proposed
2024-25
Projected
2024-25
Adopted
2023-24
Actual
Salaries &
Benefits
26%
Maintenance &
Support
74%
Operating Budget by Category
General
95%
27 - FTV
Cable PEG
Access Fund
4%
38 - American
Rescue Plan
(ARPA)
0%
46 - Refuse
1%
Department Fund Analysis

ADMINISTRATIVE

SERVICES

Administrative Services
Administrative Services
FISCAL YEAR 2025-26

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The Administrative Services Department is responsible fo r supporting fiscal transparency and accountability to the citizens of Fullerton, City Council, and City Manager with the delivery of accurate & timely financial information in accordance with State and Federal laws and accounting standards. Through its four (4) divisions of Administration, Fiscal Services, Budget & Purchasing, and Revenue & Utility Service s, the Department manages and administers the City's finances and financial reporting, including treasury, budget administration, and debt issuance and debt administration.

The Department administers and oversees the City's day-to-day financial activities & operations, which includes general accounting, purchasing, payroll, accounts payable, general billing, utility services billing, and cashiering. 16 18
20 22
24 26
28 30
32 2023-24
Budgeted
2024-25
Adopted
2025-26
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Total Expenditures
Director of
Administrative Services
Administration
Fiscal Services Budget & Purchasing
Revenue &
Utility Services
D-1
Administration
•
•
•
Oversee City Treasury functions and banking, including debt portfolio management and investment services.

Budget & Purchasing
• Monitor and administer the City's Annual Budget Development Process for FY 2026-27. • Streamline and continue to improve City's budget development process to align with City Council priorities & City Manager initiatives, ensuring a collaborative and fiscally transparent process. • Prepare and submit an "Award-Winning" Budget Document and receive the GFOA Distinguished Budget Award. •
•
•
Fiscal Services
•
•
•
•
•
Revenue & Utility Services
•
•
• Administer Library and Parks & Recreation donations received with the utility bill.

Administer Utility Services Billing for water, sewer, sanitation services as well as refuse services for residential customers.

Oversee Debt Management, including bond issuance(s), debt services and administration.

Implement Governmental Accounting Standards Board (GASB) Statement No. 101 for Compensated Absences.

Administer the City's centralized Purchasing Program: support adherence to purchasing policy and procedures, review & process purchase requisitions, issue purchase orders, and coordinate RFPs, RFQs, and RFIs.

Update and improve City's budget and purchasing administrative policies, balancing best practices and operational needs in alignment with City's financial goals.

Coordinate external financial statement audit and issue the Annual Comprehensive Financial Report (ACFR) for year ending June 30, 2025; as well as the annual Single Audit report.

Administer Business Registration Program, including sidewalk vending, and coordinate registration issuance and renewals with the Community and Economic Development, Public Works, Police and Fire Departments.

Support evaluation of the Chart of Accounts in the City's ERP system to enhance project and grant tracking and determine whether a revised account structure would benefit department tracking requirements.

Prepare and support issuance of mandated financial reports such as annual State Controller Reports, CalPERS reports, Measure M2 certification and audit, etc.

Implement OpenGov, the City's new e-Procurement software solution to automate the City's solicitation and bid process, submit all RFPs and RFQs electronically, improve vendor outreach and better service department's purchasing needs.

Process core financial operating functions of Payroll, Accounts Payable and Financial Reporting for the City and Successor Agency.

Administrative Services
FISCAL YEAR 2025-26
Administrative Services | D-2
Oversee ARPA grant accounting, coordinate grant compliance reporting, and grant reporting to US Treasury.

FY 2025-26 Department Goals & Initiatives
•
•
•
•
•
•
•
•
•
•
•
•
•
Completed and submitted the City's Quarterly Reports to US Treasury for ARPA grant reporting compliance.

Administrative Services | D-3
Sucessfully administered and coordinated 12 RFPs/RFQs prcourement solicitations with departments for Citywide professional services and projects.

Submission of quarterly financial updates to City Council, including the FY 2024-25 Mid-Year Report.

In partnership with the SoCal Alliance and Orange County Procurement, attended various Purchasing outreach events, including annual Supplier Event and SoCal Alliance annual conference to gain efficiencies in "piggy-back" agreements within the region and promote doing business with the City.

Successfully implemented OpenGov, the City's new e-Procurement software solution and projected "go-live" date of July 2025.

Updated and completed the City's Cost Allocation Plan and 2CFR Federal Plan for FY 2024-25.

Administrative Services
FISCAL YEAR 2025-26
FY 2024-25 Department Accomplishments
Awarded Certificate of Achievement for Excellence in Financial Reporting for the City's Annual Comprehensive Financial Report (ACFR) for year ending June 30, 2024.

Completed Annual Audit for Year Ending June 30, 2024, the Single Audit, all external audits and mandated report submissions (i.e. Annual Compensation, Streets Report, Measure M2 audits).

Successfully completed the FY 2025-26 Budget Process, with implementation of City Manager "cost containment" initiatives & other budget strategies.

In conjunction with City Manager's Office, produced a balanced budget for FY 2025-26 that achieved the City's 17% reserves goal for 3rd consecutive year.

Awarded the Distinguished Budget Presentation Award for Excellence for the City's budget document for the Fiscal Year beginning July 1, 2024 (FY 2024-25).

Implemented Tyler Munis Utility Billing System and resolved system implementation discrepancies.

In conjunction with City Manager's Office, coordinated and completed 6 committee meetings with the Fiscal Sustainability Ad Hoc Committee, and provided Final Report and Recommendations to City Council.

Budget
ed FTE Positions 31.0 31.0 31.0 31.0
Nonregular Hours 1,057 1,057 1,057 1,057
Salaries & Benefits 3,144,898 3,798,528 3,798,528 3,920,831 Maintenance & Operations 2,076,661 1,802,768 1,802,768 1,781,766 Capital Outlay 83,465 - - -
Subt
otal $5,305,024 $5,601,296 $5,601,296 $5,702,597
Less Allocations -
-
-
-
Tot
al Operating Budget $5,305,024 $5,601,296 $5,601,296 $5,702,597 Fund No. and Title
10 - General 3,320,705 3,632,811 3,632,811 3,781,437 23 - Sanitation 43,022 55,295 55,295 58,843 32 - Grants -
-
-
-
38 -
American Rescue Plan (ARPA) 126,213 171,216 171,216 169,593 44 - Water 1,624,534 1,471,402 1,471,402 1,479,203 46 - Refuse Collection 113,124 141,998 141,998 154,678 47 - Sewer 43,898 55,295 55,295 58,843 89 - Successor Agency 33,529 73,279 73,279 - Subt
otal $5,305,024 $5,601,296 $5,601,296 $5,702,597
Less Allocations:
66 - Group Insurance - - - -
Total Operating Budget $5,305,024 $5,601,296 $5,601,296 $5,702,597 Administrative Services | D-4
Administrative Services

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2025-26
2025-26
Proposed
2024-25
Projected
2024-25
Adopted
2023-24
Actual
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Salaries &
Benefits
69%
Maintenance &
Operations
31%
Operating Budget by Category
General
Fund
66%
Utility Funds
31%
ARPA
3%
Department Fund Analysis
Position Classification
Account Clerk II 2.0 2.0 2.0
Account Technician 2.0 2.0 2.0
Accountant II 3.0 3.0 3.0
Accounting Supervisor 1.0 1.0 1.0
Administrative Assistant - Confidential 1 1.0 1.0 0.0
Administraive Analyst I (Overfill) 1 0.0 0.0 1.0
Budget & Purchasing Manager 1.0 1.0 1.0
Business R
egistration Supervisor 1.0 1.0 1.0
Buyer II 1.0 1.0 1.0
Customer Service Representative (CSR) 4.0 4.0 4.0
Deputy Director of Administrative Services 1.0 1.0 1.0
Director of Administrative Services 1.0 1.0 1.0
Fiscal Operations Supervisor 1.0 1.0 1.0
Fiscal Services Manager 1.0 1.0 1.0
Lead CSR - Utility Services 1.0 1.0 1.0
Payroll Technician II 2.0 2.0 2.0
Revenue Operations Manager 1.0 1.0 1.0
Seni
or Budget Analyst 1.0 1.0 1.0
Purchasi
ng Supervisor 1.0 1.0 1.0
Sr. Customer Servi
ce Representative 3.0 3.0 3.0
Utility Services Supervisor 1.0 1.0 1.0
Utility Systems Specialist 1.0 1.0 1.0
Total Budgeted FTE Positions 31.0 31.0 31.0
Nonregular Employees - Hours
Total Nonregular Hours 1,057 1,057 1,057
Unfunded Positions 0.0
None 0.0
Notes:
(1) ASD to overfill Administrative Assistant-Confidential with Administraive Analyst I in FY 2025-26 Proposed Budget.

Administr ative Services | D-5

DEPARTMENT PERSONNEL SUMMARY
Regular Employees - Full-Time Equivalent Positions
Administrative Services
2023-24
Budgeted
2024-25
Adopted
2025-26
Proposed
FISCAL YEAR 2025-26

HUMAN RESOURCES

Human Resources
Human Resources and Risk Management
FISCAL YEAR 2025-26

DEPARTMENT ORGANIZATION CHART

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY
The Human Resources Department provides a wide range of services to the organization and its employees in the areas of personnel services, labor relations, benef its administration, workers' compensat ion, tort liability, and property/casualty insurance. The Department strives to support the missions of the other City departments and to serve the needs of the City's diverse workforce. Fullerton has approximately 668 full-time equivalent (FTE) positions in a variety of fields, many of which have unique personnel needs. The majority of City employees are represented by one of seven (7) bargaining units recognized under State law. The City's personnel system is merit-based and is conducted in accordance with federal, state, and local laws which govern the relationship between the City and its employees.

The Human Resources Department operates four (4) divisions, serving both internal and external customers:
- Personnel Services: Responsible for recruitm ent, classification, pay, and labor relations. - Liability: Responsible for the self -insured liability claims program and the property/casualty insurance program. - Group Insurance: Responsible for employee benefit programs. - Workers’ Compensation: Responsible for the self-insured workers' compensation program. 0 2
4 6
8 10
12 2023-24
Budgeted
2024-25
Adopted
2025-26
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
ProposedTotal Expenditures
Director of Human Resources
Risk Management - Workers'
Compensation
Employee Group
Insurance
Personnel
Services Risk Management - Liability
E-1
Personnel Services
•
•
•
• Maintain a comprehensive Citywide classification and compensation system •
•
•
Assess and implement approved department reorganizations by providing classification and compensation review and analysis.

Risk Management - Liability
•
•
•
•
Risk Management - Workers' Compensation
•
•
•
Employee Group Insurance
•
• Coordinate annual Open Enrollment for employee group health insurance coverage. •
•
•
•
• Ensure City Health Plans are in compliance with the Affordable Care Act, and State and Federal mandates.
•
• Manage Retiree benefits' and billing.

Provide Citywide training and development programs that support employee growth, engagement and retention.

Coordinate legally mandated training.

Manage various Employee Leave Programs (e.g., FMLA, CFRA, and PDL).

Administer the employee recognition program acknowledge the City's appreciation of its workforce and to drive employee engagement
Implement and monitor Employer-Employee Relations activities, including labor negotiations and employee disciplinary matters.

Monitor CalPERS and OPEB Actuarial reports and collaborate with ASD to implement annual rate changes and completion of the GASB 75
Human Resources | E-2
Administer the City sponsored 457 Deferred Compensation Program.

Human Resources and Risk Management
FISCAL YEAR 2025-26
FY 2025-26 Department Goals & Initiatives
Facilitate the City's ability to attract and hire a diverse and talented workforce.

Coordinate the City's Annual Actuarial Report for the Liability Fund and coordinate with ASD to achieve recommended funding at appropriate confidence levels.

Manage the City's comprehensive Liability Insurance Program to effectively manage all City claims to limit the City's exposure and potential liability.

Monitor litigated claims and coordinate with the City Attorney, City Manager and City Council regarding defense/settlement strategy.

Administer the City's Workers' Compensation program and provide employees with a comprehensive industrial safety program.

Coordinate the City's Annual Actuarial Report for the Workers' Compensation Fund and coordinate with ASD to recommend funding at appropriate confidence levels.

Manage Excess Workers' Compensation renewal to ensure best available coverages and costing.

Manage all liability insurance renewals to ensure best available coverages and costing.

Manage the Benefits/Group Insurance renewals w/ Insurance Broker to ensure best available coverages and costing.

Manage CalPERS enrollments/retirements and assist in CalPERS inquiries as needed.

Administer the Employee Wellness program and initiatives.

Personnel Services
•
•
•
•
•
•
•
Continue implementing the Employee Recognition Program
• Sponsored 7 employees in the CSUF Leadership Development for Public Agencies Risk Management - Liability and Workers Compensation
•
•
•
•
•
Achieved a greater purchasing power through our risk pooling program.

Employee Benefits
•
•
• Managed the Affordable Care Act reporting to the IRS. • Provided employees with educational resources and seminars such as monthly Medicare workshops and financial wellness seminars.
•
Coordinate labor relations meetings with bargaining groups and administer Memorandum of Agreements to include clarifying contract interpretation issues.

Collaborated with departments in providing employee development and training opportunities such as mentoring and coaching.

Completed RFPs and successfully awarded agreements for its Liability and Workers Compensation TPAS for its self-insured programs.

Human Resources | E-3
FISCAL YEAR 2025-26
Completed over 60 recruitments to fill key department-wide staffing needs.

Coordinated with hiring managers in onboarding all new employees; anticipate hiring over 80 regular employees by the end of the FY.

Administer and coordinate with Administrative Services Department implementation of all salary and benefit changes agreed to in the various multi-year agreements with labor groups.

Administered the City's Employee Wellness program, hosting citywide activities and promoting healthy living amongst our employees.

Completed annual actuarial studies of the Liability and Workers Compensation self-insured programs.

Completed liability insurance reviews of all City vendor contracts.

FY 2024-25 Department Accomplishments
Processed all Personnel Action Forms and updates to Human Resources Information System (HRIS) which facilitates payroll.

Provided employees with a comprehensive industrial safety program.

Provided comprehensive employee health program, including medical, dental, vision, life, supplemental benefits, disability, deferred compensation and retiree health savings programs.

Administer and coordinate with Administrative Services Department implementation of all premium changes agreed to in the various multi-year agreements with labor groups.

Human Resources and Risk Management
Budg
eted FTE Positions 11.00 11.00 11.00 11.00
Nonregular Hours 357 0 0 0
Salaries & Benefits 2,001,559 1,565,037 1,565,037 1,676,381 Maintenance & Support 16,087,680 22,544,618 22,544,618 22,094,743 Capital Outlay -
-
-
-
Subtotal
$18,089,239 $24,109,655 $24,109,655 $23,771,124
Less Allocations (22,527,416) (22,368,650) (22,368,650) (23,090,906) Total Operating Budget ($4,438,178) $1,741,005 $1,741,005 $680,218 Fund No. and Title
10 - General 558,382 731,485 731,485 680,218 62 - Liability Insurance 6,642,952 11,178,303 11,178,303 10,750,000 65 - Workers' Compensation 3,163,220 3,461,706 3,461,706 3,564,255 66 - Group Insurance 7,723,700 8,728,641 8,728,641 8,776,651 89 - Successor Agency 984.36 9,520 9,520 - Subtotal
$18,089,239 $24,109,655 $24,109,655 $23,771,124
Less Allocations:
62 - Liability Insurance (11,798,111) (11,178,303) ( 11,178,303) (10,750,000) 65 - Workers' Compensation (3,332,146) (2,461,706) (2,461,706) (3,564,255) 66 - Group Insurance (7,397,159) (8,728,641) (8,728,641) (8,776,651) Total Allocations (22,527,416) (22,368,650) (22,368,650) (23,090,906) Total Operating Budget ($4,438,178) $1,741,005 $1,741,005 $680,218 2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Human Resources | E-4
Human Resources & Risk Management

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2025-26
2025-26
Proposed
2024-25
Projected
2024-25
Adopted
2023-24
Actual
Salaries &
Benefits
7%
Maintenance &
Support
93%
Operating Budget by Category
Liability
Insurance
47%
Workers'
Compensation
15%
Group
Insurance
38%
Successor
Agency
0%
Department Fund Analysis
Position Classification Regular Employees - Full-Time Equivalent Positions Adminstrative Assistant-Confidential 1.0 1.0 1.0
Clerical Assistant III 1.0 1.0 1.0
Director of Human Resources 1.0 1.0 1.0
HR/Risk Management Analyst II 2.0 3.0 3.0
Human Resources Manager I 1.0 1.0 1.0
Human Resources Manager II 1.0 1.0 1.0
Human Resources Technician II 2.0 2.0 2.0
Risk Management Specialist 1.0 0.0 0.0
Risk Manager 1.0 0.0 0.0
Senior HR/Risk Management Analyst 0.0 1.0 1.0
Total Budgeted FTE Positions 11.0 11.0 11.0
Total Nonregular Hours 357 0 0
Nonregular Employees - Hours
Human Resources | E-5
Human Resources & Risk Management

DEPARTMENT PERSONNEL SUMMARY
FISCAL YEAR 2025-26
2025-26
Proposed
2024-25
Adopted
2023-24
Budgeted

FIRE DEPARTMENT

Fire Department
Fire Department
FISCAL YEAR 2025-26

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The Fullerton Fire Department is an all-hazard agency com posed of sworn safety and trained professional employees.

There are six (6) Fire Stations strategically located throughout the City which provide fire-based Advanced Life Support services to any situation within industry standard res ponse times. The Department deploys trained emergency professionals to residential, business, vegetation fires, medical emergencies, hazardous material spills, traffic accidents, public assists such as to aid the elderly or physically-challenged, flooding, and water main breaks. The Fullerton Fire Department also conduct citywide inspections and respond to complaints by enforcing laws and regulations designed to protect lives and property. Public education in the areas of fire safety, first aid, and disaster preparedness is provided as needed for the preservation of life and property in the community. 40 50
60 70
80 90
100
2023-24
Budgeted
2024-25
Budgeted
2025-26
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Total Expenditures
F-1

Fire Administration
•
• Evaluate and update the Paramedic Subscription Program. •
• Continue implementing the updated Fee and Permit Schedule to enhance cost recovery. • Ensure all City employees complete required EOC/ICS training and conduct at least one city-wide emergency drill. •
•
Fire Suppression
•
•
•
•
•
Fire Emergency Medical Service
s
•
•
• Continue evaluation of the ground emergency medical transport program and assess alternative service options. •
• Update IT infrastructure to all six fire stations to secure vulnerability and stabilize data platform of emergency communications response efforts and preserve public safety in the community. • Evaluate and upgrade the Department’s vehicle fleet to align with NFPA standards. • Equip new Firefighter Trainees with the appropriate complement of Personal Protective Equipment (PPE). • Implement a comprehensive PPE cleaning and maintenance program.

Fire Logistics
Fire Department
FISCAL YEAR 2025-26
FY 2025-26 Department Goals & Initiatives
Apply for and secure the FEMA Staffing for Adequate Fire & Emergency Response (SAFER) grant to fund 12 additional Firefighter positions.

Deliver ongoing training and mentorship to ensure firefighter safety and proficiency in response strategies.

Continue to provide responsive and professional fire suppression and rescue services at the highest industry standards to Continue implementing efficiency improvements within Fire Administration operations.

Strengthen recruitment and retention efforts by establishing promotional growth opportunities and continuously recruiting

for sworn Firefighters as vacancies arise.

Review and update department policies, procedures, and rules and regulations.

Establish promotional lists and make promotions as necessary.

Enhance public engagement through a Fire Department Open House, public education events, and increased Community Emergency Response Team (CERT) membership.

Monitor response times to maintain compliance with national standards.

Fire Department | F-2
Continue to maintain all Department assets in compliance with NFPA standards.

Maintain an active Paramedic School Eligibility List and continue sending personnel to Paramedic School to sustain the Department’s paramedic staffing levels.

Continue to provide responsive and professional Basic Life Support and Advanced Life Support services to the highest industry standard to all Fullerton residents, businesses, and visitors of the City. • Recruited and established a Firefighter Trainee eligibility list in collaboration with HR. •
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Sent 8 Firefighters to Paramedic School.

Facilitated two shelter set-up drills and supported the Library and FCC staff to become Red Cross Shelter trained.

Hosted a successful BBQ for City Employees at Station 1.

Organized the annual Spark of Love Toy Drive, distributing 1,800 toys to 2,405 families in Fullerton.

Fire Department | F-3
FY 2024-25 Department Accomplishments
Fire Department
FISCAL YEAR 2025-26
Launched the Zoll One Program, replacing critical EMS technology to ensure personnel and City staff have access to the most advanced life-saving equipment. This included 11 cardiac monitors, 30 Automated External Defibrillators (AEDs, and 8 Automatic Chest Compression devices.

Hired, trained, and coordinated an 11-person Firefighter Trainee Academy.

Completed promotional testing processes for Fire Captain, Fire Engineer, and Paramedic in collaboration with HR.

Applied for and secured a $19,642.22 grant from the Firehouse Subs Public Safety Foundation to purchase new Automated External Defibrillators (AEDs) for installation in public locations throughout the City.

Conducted two community CERT trainings and two Teen CERT trainings.

Coordinated with HR and PD to test the Alert Fullerton Emergency Communication Notification System twice during this

period.

Finalized the City’s Emergency Operations Plan (EOP) and coordinated the update to the Safety Plan for the Housing Element.

Completed the City’s Care and Shelter Plan and Weather Plan as annexes to the Emergency Operations Plan.

Invoiced OES for $481,000 in reimbursements for mutual aid responses related to fires and debris flows across the State.

Comprehensively updated the FullertonFire.org City website with new and refreshed content to enhance public access to fire department information.

Logged 2,723 direct impressions (direct contacts through community engagement events, classes, meetings, or public education events), totaling 680 staff and volunteer hours.

Replaced worn and outdated Captain’s office furniture at Fire Stations 3, 4, and 5.

Delivered five LISTOS courses within the City, including three in Spanish and two for seniors.

Expanded engagement in the CERT program, launching the first high school program at Troy High School.

Established a new LISTOS program within the City.

Budget
ed FTE Positions 88.0 88.0 88.0 88.0
Nonregular Hours 1,040 1,040 1,040 520
Salaries & Benefits $24,120,853 $24,945,271 $24,945,271 $25,980,917 Maintenance & Support 9,344,278 9,789,278 9,789,278 11,764,901 Capital Outlay 348,888 103,000 103,000 103,000
Subtotal 33,814,019 34,837,549 34,837,549 37,848,818 Less Allocations
Total Operating Budget $33,814,019 $34,837,549 $34,837,549 $37,848,818 Fund No. and Title
10 - General $33,532,155 $34,837,549 $34,837,549 $37,848,818 32 - Grants 281,864 -
-
-
74 - C
apital Projects -
-
-
-
Total
Operating Budget $33,814,019 $34,837,549 $34,837,549 $37,848,818 Fire Department | F-4
Fire Department

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2025-26
2025-26
Proposed
2024-25
Projected
2024-25
Adopted
2023-24
Actual
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Salaries &
Benefits
69%
Maintenance
& Support
31%
Capital
Outlay
0%
Operating Budget by Category
General
Fund
100%
Department Fund Analysis
Position Classification
Administrative Assistant I 1.0 1.0 1.0
Assistant Fire Marshal/Fire Plans Examiner 1.0 1.0 1.0
Customer Service Representative 1.0 1.0 1.0
Deputy Chief-Administration/Fire Marshal 1.0 1.0 1.0
Deputy Chief-Operations 1.0 1.0 1.0
Division Chief-Training 1.0 1.0 1.0
Emergency Medical Services (EMS) Manager 1.0 1.0 1.0
Emergency Preparedness Coordinator 1.0 1.0 1.0
Fire Battalion Chief 3.0 3.0 3.0
Fire Captain 18.0 18.0 18.0
Fire Chief 1.0 1.0 1.0
Fire Engineer 18.0 18.0 18.0
Fire Prevention Specialist I 2.0 2.0 2.0
Fire Prevention Specialist II 1.0 1.0 1.0
Firefighte
r 36.0 36.0 36.0
Senior Administrative Analyst 1.0 1.0 1.0
Total Budgeted FTE Positions 88.0 88.0 88.0
Nonregular Employees - Hours
Total Nonregular Hours 1,040 1,040 520
Fire Department | F-5
Fire Department
FISCAL YEAR 2025-26
Regular Employees - Full-Time Equivalent Positions
2025-26
Proposed
2023-24
Budgeted
2024-25
Budgeted

DEPARTMENT PERSONNEL SUMMARY
POLICE
Police Department

Police Department
FISCAL YEAR 2025-26

DEPARTMENT ORGANIZATION CHART

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY
The Fullerton Police Department is charged with the enforcement of local, State, and Federal laws, and with protecting the lives and property of the public. The Police Department functions as an instrument of public service, working in partnership with the community to increase awareness of public safety and crime prevention issues.

To carry out its mandates, the Police Department, under the direction of the Chief of Police and with support from his Administration including Internal Affairs, is organized into two major divisions, each headed by a Captain: Operations and Support Services. The Operations Division is comprised of the Traffic and Patrol bureaus, the Jail, Communications / Dispatch, ECHO Unit, Homeless Liaison Team, North County SWAT, the K9 Unit, and Fleet Management. The Support Services Division oversees: Special Investigations Unit, Crimes Persons, Family Crimes, Crimes Property, Intelligence/High Tech Crimes, Crime Scene Investigations, Narcotics/Vice and the Gang Unit, Personnel and Training, Community Services, and Technical Services/Records, with the Property Unit and the Range under Personnel and Training. The Department has 132 sworn officers, 64 civilian employees and many part-time support staff and volunteers to ensure the smooth and efficient operations of the 100
125
150
175
200
225
2023-24
Budgeted
2024-25
Budgeted
2025-26
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Total Expenditures
G-1

Patrol & Investigations
•
•
•
•
Community Services
•
•
•
•
•
Technical Services (Records)
•
• Process warrants, arrest documents and dispositions, criminal citations for court, bonds, and public records requests. •
Dispatch
•
• Maintain an average of two minutes or less from receipt to dispatching (queue time) Priority One calls. (Life threatening or crimes in
progress)
Contract with the Fullerton Joint Union High School District to provide 3 School Resource Officers.

Provide crime and traffic report releases for citizens, outside agencies, law firms, and insurance agencies Maintain our CA State standard of answering 95% of our 9-1-1 calls in less than 15 seconds, with our department goal of answering 95% of our 9-1-1 calls in less than 10 seconds.

Police Department | G-2
Continue investigations of crimes against persons and property.

Police Department
FISCAL YEAR 2025-26
FY 2025-26 Department Goals & Initiatives
Conduct Community Enhancement Patrols for homelessness outreach and zero tolerance patrol checks of city parks to ensure safety for community members.

Perform regional/federal task force and grant funded operations for: DUI and traffic safety enforcement; drug recognition expert and standardized field sobriety testing training; OC Violent Gang Task Force; Organized Crime Drug Enforcement Task Force; Alcohol, Tobacco, Firearms and Explosives (ATF) Task Force; North Orange County Public Safety Collaborative for homelessness services; narcotics team.

Collaborate with the Orange County Regional Real-Time Crime Center by providing an FPD Police Investigative Technician.

Contract with the Fullerton School District to provide 1 School Liaison Officer for the elementary and middle school campuses.

Maintain programs for Police Explorers, Police Chaplains, and Retired Senior Volunteers for the development of future police officers, and provide department assistance with non-sworn tasks.

Provide community outreach and events such as: Coffee with a Cop, Citizens' Academy, Bike Rodeo, Adopt-a-Family, Shop With a Cop, Cookies with a K9, and National Night Out.

Provide 2 car seat installation check events per year, plus appointments on individual basis.

Implement online reporting and for citizens.
• Conducted a successful Police Captain recruitment and Pedram Gharah was appointed as Police Captain. • Provided law enforcement services to City of Fullerton by answering 911 calls and responding to emergencies, traffic collisions and crimes. In 2024, Fullerton Police Department responded to 41,970 calls for service. •
•
•
•
•
•
parks to ensure safety for community members.
• Contracted with the Fullerton Joint Union High School District to provide 3 School Resource Officers and Fullerton School District for 1 School Liaison Officer.
• Developed Media Recording Studio to enhance department and City communication with the public. • Re-opened Records for 24/7 schedule.

FY 2024-25 Department Accomplishments
Police Department | G-3
Certified and mobilized Mounted Patrol Unit for Fullerton events and assisting other Orange County agencies with Mounted Patrol mutual aid.

Police Department employees completed 220 classes totaling 3,543 hours of training in 2024.

Provided 6 grant funded classes of Drug Recognition Expert and Standardized Field Sobriety Testing training for Orange County officers.

Investigations of crimes against persons and property, 1,869 cases closed out in 2024.

Conducted Community Enhancement Patrols for homelessness outreach and zero tolerance patrol checks of city parks FISCAL YEAR 2025-26
Police Department
Provided crime and traffic report releases for citizens, outside agencies, law firms, and insurance agencies.

Police Department
Budget
ed FTE Positions 191.0 197.0 197.0 196.0
Nonregular Hours 30,000 30,000 30,000 20,000
Salaries & Benefits 45,657,667 46,138,757 46,138,757 49,497,270 Maintenance & Support 14,607,993 16,703,517 16,703,517 17,048,983 Capital Outlay 381,300 250,000 250,000 250,000 Subtotal $60,646,959 63,092,274$ 63,092,274$ 66,796,253$ Less Allocations -
-
-
Total
Operating Budget $60,646,959 $63,092,274 $63,092,274 $66,796,253 Fund No. and Title
10 - General 58,464,115 61,551,581 61,551,581 65,230,560 27- F
TV Cable PEG Acess Fund 48,535
32 - Grants 1,152,265 947,740 947,740 947,740 33 - Supplemental Law Enforcement Services 412,076 211,054 211,054 211,054 34 - Asset Seizure 569,968 381,899 381,899 406,899 74 - Capital Improvement Fund -
-
-
-
Subt
otal $60,646,959 $63,092,274 $63,092,274 $66,796,253
Total Operating Budget $60,646,959 $63,092,274 $63,092,274 $66,796,253 Pol ice Department | G-4
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2025-26
2025-26
Proposed
2024-25
Projected
2024-25
Adopted
2023-24
Actual
Salaries &
Benefits
74%
Maintenance &
Support
26%
Capital
Outlay
0%
Operating Budget by Category
General Fund
98%
Grants
1%
Special
Revenue
Funds
1%
Department Fund Analysis
Position Classification
Administrative Assistant II 1.0 1.0 1.0
Chief of Police 1.0 1.0 1.0
Court Liaison Officer 1.0 0.0 0.0
Forensic Specialist II 5.0 5.0 5.0
Forensic Supervisor 1.0 1.0 1.0
Lead Police Dispatcher 4.0 4.0 4.0
Mechanic II 1.0 1.0 1.0
Police Behavioral Health Clinician II (Limited-Term) 2 0.0 2.0 2.0 Police Captain 2.0 2.0 2.0
Police Communications Supervisor 1.0 1.0 1.0
Police Corporal 4 38.0 38.0 37.0
Police Dispatcher 10.0 10.0 10.0
Police Investigative Technician 1.0 2.0 2.0
Police Lieutenant 7.0 7.0 7.0
Police Officer 63.0 63.0 63.0
Police Records Clerk 3 13.0 12.0 10.0
Police Records Shift Leader 3 1.0 1.0 2.0
Police Records Specialist 4.0 4.0 4.0
Police Records Supervisor 1.0 1.0 1.0
Police Sergeant 4 21.0 21.0 22.0
Police Services Representative I 1 12.0 14.0 14.0
Police Services Representative II 1 0.0 3.0 3.0
Police Technical Services Manager 1.0 1.0 1.0
Public Information Specialist 1.0 1.0 1.0
Sr. Administrative Analyst 1.0 1.0 1.0
Total Budgeted FTE Positions 191.0 197.0 196.0
Unfunded Positions 0.0
Notes:
(1) In FY 23-24, PD Reorganization for several positions from various classif ications were reclassed to Police Service Represent
ative I or II positions.
(2) In FY 23-24, 2.0 FTE limited-term, grant-funded Police Behavioral Health Clinician II positions were added. (3) In FY 24-25, 2.0 FTE Police Records Clerk posit ions were deleted and 1.0 FTE Police Records Shift Leader position was added and approved by Cit
y Council.
(4) In FY 24-25, 1.0 FTE Police Sergeant was added and 1.0 FTE Police Corporal was delet ed and approved by City Council.

Pol ice Department | G-5
Police Department
FISCAL YEAR 2025-26

DEPARTMENT PERSONNEL SUMMARY
Regular Employees - Full-Time Equivalent Positions
2025-26
Proposed
2024-25
Budgeted
2023-24
Budgeted

COMMUNITY &

ECONOMIC

DEVELOPMENT

Community & Economic Development
Community & Economic Development
FISCAL YEAR 2025-26

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The Community and Economic Development Department is comprised of Building & Safety, Code Enforcement, Housing, Planning and Economic Development Divisions. All of the services provided by the Community and Economic Development Department are designed to ensure orderly and safe development within the City and provide for future growth. The Department administers and enforces the City's Zoning Code and other provisions of the Municipal Code, General Plan, and adopted Building Codes. Permit issuance, pl an checking, and construction inspection services are provided, in addition to housing programs and response to code enforcement issues.

The Community and Economic Development Department assists residents, businesses and others with their efforts to grow within our community in a safe, orderly and healthful manner that respects Fullerton's heritage while sustaining opportunity for present and future generations.
24 25
26 27
28 29
30 31
32 2023-24
Budgeted
2024-25
Adopted
2025-26
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$-
$2,500,000
$5,000,000
$7,500,000
$10,000,000
$12,500,000
$15,000,000
$17,500,000
$20,000,000
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Total Expenditures
Director of
Community and Economic
Development
Housing & Neighborhood
ServicesCode EnforcementBuilding & Safety Planning
Administration and Economic
Development
H-1
Economic Development & Administration Division
•
•
•
•
Implement programs and initiatives that drive business expansion, attraction, and retention. • Streamline permitting processes to improve efficiency and reduce turnaround times for businesses. • Continue to highlight key opportunities to bring high-quality retail, commercial, and mixed-use developments. • Invest in pedestrian-friendly improvements, public spaces, and transit to create a thriving downtown.

Planning Division
•
• Enhance efficiency in the permit review process to reduce timelines and improve customer service. • Establish Architectural Development Standards
•
• Improve coordination with other city departments to streamline project approvals and foster a more effici ent
pl
anning process.

Housing Division
•
•
•
•
• Promote Affordable Housing Development and Permanent Supportive Housing Oppportunities. • Create Opportunities to Support Homeless Initiatives and Emergency Housing Placements.

Code Enforcement
•
•
• Adopt Code Enforcement Safety & Guiding Principles in Conformance with SB296 • Continue Special Enforcement Programs: Downtown, Cannabis, CDBG.

Building & Safety
•
•
•
• Implement Electronic Plan Review fo r Improved Accessibility and Transparency. • Invest in In-House and State Training Programs to Enhance Code Compliance Knowledge. • Involve building plan checkers and inspec tors in the local ICC chapter to stay current with state laws and promote uni
form code enforcement
• Enhance inspection service and quality thr ough the integration of drone technology. • Host ADA Workshops to help local busi nesses understand State and Federal compliance.

Community & Economic Development | H-2
Increase public participation in planning processes through outreach and interactive platforms to ensure inclusive decision- making.

Implement policies from the Housing Element to meet housing goals and support affordable housing development.

Develop and Improve Viable Living Conditions and Prevent Urban Blight in Disadvantaged Communities.

Expand Economic Opportunities for Low- to- Moderate Income Individuals.

Continue to Collaborate with Nonprofits to Provide Assistance to Underserved Communities.

Implement the HOME ARP Request for Proposal Process to Support Eligible Activities and Projects Establish an enhanced EnerGov Case Management system to track violations, inspections, and follow-ups.

Update policies and procedures to comply with AB548 for Inspections of Substandard Apartment Buildings.

Optimize E-Review & BlueBeam Studio Workflow Process Citywide Plan Checks.

Provide Customer Service Training for Effective Communication.

Increase Staff Training and Encourage ICC Certification.

Strengthen relationships with businesses, residents, and local organizations through inclusive outreach and events.

Community & Economic Development
FISCAL YEAR 2025-26
FY 2025-26 Department Goals & Initiatives
Leverage surplus land in downtown to foster economic growth through mixed-use, retail, and community development projec Execute Successor Agency Obligations and Long-Term Covenants •
•
•
• 1600 W. Commonwealth Affordable Housing Project Approved With Affordable Housing Requirements In Place. • Made progress in community engagement, hosted small business clinic and one-stop-shop with SBDC where over 70 local businesses attended and gained valuable resources from partners. • Attracted new investment and stimulated economic growth within the community. • 100% digital services implemented, improving customer service and reducing permit times. • Featured in the OC Business Journal for highlighting investment opportunities in Fullerton. • Submitted the 6th Cycle Housing Element to the California Department of Housing and Communi ty
Dev
elopment (HCD).

Community & Economic Development | H-3
Community & Economic Development
FISCAL YEAR 2025-26
FY 2024-25 Department Accomplishments
Awarded $799,030 in Competitive Clean California Grant for Fullerton Transit Station Enhancements.

Processed In excess of 5,000 various permits through our front desk and online services, with project valuations exceeding Resolved and closed approximately 1,000 code enforcement case & closed multiple illegal cannabis sites.

Budget
ed FTE Positions 33.5 35.5 36.5 37.0
Nonregular Hours 1,040 1,040 0 0
Salaries & Benefits 3,388,861 5,223,373 5,223,373 5,334,811 Maintenance & Support 6,840,221 5,120,204 5,120,204 5,358,756 Capital Outlay 9,626,765 -
-
-
Subt
otal 19,855,847 10,343,577 10,343,577 10,693,567 Less Allocations -
-
-
-
Total
Operating Budget $19,855,847 $10,343,577 $10,343,577 $10,693,567 Fund No. and Title
10 - General
5,499,964 7,060,214 7,060,214 7,392,771
22 - Air Quality Improvement -
-
-
-
26 - H
ousing 319,000 610,350 610,350 741,839 28 - SB2/PLHA 2,122,540 590,205 590,205 604,410 32 - Grants (HUD Home Program) 11,048,752 566,895 566,895 547,464 35 - Community Development Block Grant 850,282 1,397,680 1,397,680 1,407,083 80 - Low/Mod Housing 296
-
-
-
89 - Suc
cessor Agency 15,013 118,233 118,233 - Total
Operating Budget $19,855,847 $10,343,577 $10,343,577 $10,693,567 Community & Economic Development

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
FISCAL YEAR 2025-26
2025-26
Proposed
2024-25
Projected
2024-25
Adopted
2023-24
Actual
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Communi ty & Economic Development | H-4
Salaries &
Benefits
50%
Maintenance
& Support
50%
Operating Budget by Category
General
Fund 69%
Housing
Fund
7%Grants Fund
5%
Community
Development
Block Grant
13%
Department Fund Analysis
Salaries &
Benefits
50%
Maintenance &
Support
50%
Operating Budget by Category
General Fund
69%
Housing
Fund
7%
Grants Fund
5%
Community
Development
Block Grant
13%
Successor
Agency
1%
Department Fund Analysis
SB2/PLHA
Position C
lassification
Administrative Assistant I 4

1.5 1.5 2.0
Administrative Analyst II 0.0 1.0 1.0
Associate Plan Check Engineer 1.0 1.0 1.0
Associate Planner 3.0 3.0 3.0
Building & Safety Manager 1.0 1.0 1.0
Building Inspector II 3

2.0 2.0 1.0
Building Inspector III 3

1.0 1.0 2.0
Building Permit Supervisor 1.0 1.0 1.0
Clerical Assistant III 1.0 0.0 0.0
Code Enforcement Manager 1.0 1.0 1.0
Code Enforcement Supervisor 1.0 1.0 1.0
Code Enforcement Officer 5.0 5.0 5.0
Director of Community & Economic Development 1.0 1.0 1.0 Economic Development Manager/Principal Planner 1.0 1.0 0.0 Economic Development Manager 0.0 0.0 1.0
Economic Development Project Manager 0.0 1.0 1.0
Housing Manager 1.0 1.0 1.0
Housing Programs Assistant 1.0 0.0 0.0
Community Outreach Specialist 1

0.0 0.0 1.0
Permit Technician 3.0 3.0 3.0
Plan Check Engineer 1.0 1.0 1.0
Planning Technician 1.0 1.0 1.0
Planning Manager 1.0 1.0 1.0
Project Manager I 0.0 1.0 1.0
Senior Administrative Analyst 1.0 1.0 1.0
Senior Building Inspector 1.0 2.0 2.0
Senior Permit Technician 1.0 1.0 1.0
Senior Planner 2.0 2.0 2.0
Total Budgeted FTE Positions 33.5 35.5 37.0
Nonregul
ar Employees - Hours
Total Nonregular Hours 1,040 1,040 0
Notes:
(1) In FY 24-25, Nonregular Hours were converted to 1 FTE Limt ied Term Community Outreach Specialist Position (2) In FY 24-25, the Econ. Manager-Principal Planner was reclassed t p Economic Development Manager. (3) In FY 25-26, 1 FTE Building Inspector II is proposed to be recl assified to 1 FTE Building Inspector III. (4) Administrative Assistant previously shared between PW and CE D in FY 2024-25 Adopted Budget, will be fully transferred to CED in FY 2025-26 Proposed Budget
Communi ty & Economic Development | H-5
Community & Economic Development
FISCAL YEAR 2025-26
Regular Employees - Full-Time Equivalent Positions
2025-26
Proposed
2024-25
Adopted
2023-24
Budgeted

DEPARTMENT PERSONNEL SUMMARY

INFORMATION

TECHNOLOGY

Information Technology
Information Technology
FISCAL YEAR 2025-26

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
The City of Fullerton's Information Technology (IT) Department provides oversight and support for all City networks, provides Network Administration and provides Support Services to all departments. Through its 4 divisions of IT Support & Adminstration, Security, Technology Operations and Application Management, IT oversees: cloud infrastructure and data center management, database management; implementing and maintaining IT-related security measures ensuring the City's resources are secure; development and installation of software applications; maintaining the City's website; and maintenance of electronic and computer equipment, application development, and technical support services to all departments.
0 2
4 6
2023-24
Budgeted
2024-25
Adopted
2025-26
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Total Expenditures
Information Technology
IT Support &
Administration Security Technology Operations Application Management
I-1
•
•
•
•
•
• Complete implementation of new server hardware in the City Hall data center .
•R e place end-of-life applications and infrastructure as funding allows. • Continually improve the City's cybersecurity posture as measured against industry standard models and frameworks.
• Complete implementation of data aggregation platform integrating with the OC Real-Time Operational Center.
•
•
•
• Upgraded over 75 PCs and laptops used by City staff
.
•
• Completed implementation of new badge access control system City-wide .

Manage City's security vulnerability platform, perform security patching, manage the Zero Trust platform environment, Information Technology
FISCAL YEAR 2025-26
FY 2025-26 Department Goals & Initiatives
Support operational needs related to day-to-day management, security, network, systems, databases, applications, Support and maintain computer systems, install and diagnose workstations, maintain/upgrade basic network Implemented new application supporting Fire Department operations.

Information Technology | I-2
Complete implementation of new phone system City-wide.

Optimize operational use of Tyler Technology billing/cashiering/payment products.

FY 2024-25 Department Accomplishments
Performed key upgrades to the City's financial and Human Resources applications.

Completed a cybersecurity tabletop exercise and network penetration test.

Updated end-of-life network and server infrastructure supporting Police Department operations.

Budget
ed FTE Positions 7.0 2.0 2.0 1.0
Nonregular Hours 0.0 0.0 0.0 0.0
Salaries & Benefits 265,140 353,606 353,606 173,159 Maintenance & Support 10,924,245 8,549,616 8,549,616 8,168,632 Capital Outlay (2,343,946) -
-
1,092,768
Subtotal $8,845,440 $10,580,160 $10,580,160 $9,434,559 Less Allocations (8,016,110) (9,281,309) (9,281,309) (8,775,885) Total Operating Budget $829,329 $1,298,851 $1,298,851 $658,674 Fund No. and Title
10 - General - - - -
32 - Grant
s -
-
-
-
68 - I
nformation Technology * 8,845,440 10,580,160 10,580,160 9,434,559 74 - Capital Improvement Fund -
-
-
-
Subt
otal $8,845,440 $10,580,160 $10,580,160 $9,434,559
Less Allocations:
68 - Information Technology (8,016,110) (9,281,309) (9,281,309) (8,775,885) Total Operating Budget $829,329 $1,298,851 $1,298,851 $658,674

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
Information Technology
FISCAL YEAR 2025-26
2025-26
Proposed
2024-25
Projected
2024-25
Adopted
2023-24
Actual
Informati on Technology | I-3
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Salaries &
Benefits
2%
Maintenance &
Support…
Capital
Outlay
12%
Operating Budget by Category
IT Fund
100%
Department Fund Analysis
Position Classification
Geographic Information Systems Specialist 1.0 1.0 1.0
I
nformation Systems Assistant 1 0.0 0.0 0.0
Information Technology Manager 1 0.0 0.0 0.0
IS Project/Programmer Manager 2 1.0 1.0 0.0
Network Specialist 1 0.0 0.0 0.0
Webmaster 1 0.0 0.0 0.0
Total Budgeted FTE Positions 2.0 2.0 1.0
Unfunded Positions 0.0
None 0.0
Notes:
(1) In FY 23-24, the following positions have been vacant for a number of years and now removed from the Personnel S
ummary: Information Systems Assistant, IT Technology Manager, Network Specialist, and Webmaster. (2) 1 v
acant FTE IT Systems Manager is removed from FY 25-26 Proposed Budget.

I nformation Technology | I-4
Information Technology
FISCAL YEAR 2025-26
2023-24
Budgeted
2024-25
Adopted
2025-26
Proposed

DEPARTMENT PERSONNEL SUMMARY
Regular Employees - Full-Time Equivalent Positions

PUBLIC WORKS

Public Works
Public Works
FISCAL YEAR 2025-26

DEPARTMENT ORGANIZATION CHART

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY
Public Works is comprised of the following major activities:

Administration: This section provides direction, management, and support services to the entire Public Works Department. The Administration also oversees various Environmental Programs.

Engineering: This section is responsible for the City’s infrastructure Capital Improvement Project design and construction, Water system management, city-wide traffic management, and storm water compliance.

Maintenance: This section provides on-going services for street/sidewalk repairs and cleaning; landscape maintenance for medians, parks and City trees, facility maintenance, fleet management, water system repairs and maintenance, and sewer operations.

Fullerton Municipal Airport: Airport staff facility and staff provides general aviation services in conjunction with aviation commercial operators and fixed based operators. Airport also leases hangars and tiedowns spaces for aircrafts.

Director of
Public Works
40 60
80 100
120
140
160
180
200
220
2023-24
Actual
2024-25
Adopted
2025-26
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
$100,000,000
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Total Expenditures
AirportAdministration and
Environmental Services
General/Traffic Engineering
Water Engineering
Capital Improvement
Equipment Maintenance
J-1
Assistant Director of Public Works
Maintenance Services
Streets and Sewer
MaintenanceWater Systems Operations
Building and Facility
Landscape and Trees
Maintenance
City Engineer/Assistant Director of
Public Works
•
•
•
•
• Continue to administer awarded grants and develop grant applications for future grant opportunities •
•
• Commence with the development of RFP for the City's Solid Waste Hauler • Kickstart Vehicle Impact on Streets and Roadways Nexus Study • Continue to establish City's compliance with SB 1383 requirements Building & Facilities
•
•
•
•
•
•
•
• Maintain compliance with regulatory requirements by staying updated with regulations and conductin
g thorough compliance reviews.
•
•
• Implement innovative traffic management solutions to optimize signal timing and reduce congestion. •
•
• Develop comprehensive transportation plans to address future growth and development. •
•
•
Establish City's Advance Clean Fleet (ACF) program to comply with California Air Resource Board (CARB) requirements study reporting needs, and colloarate with other agencies' strategies and methods on meeting ZEV requirements.

Complete Bus Shelter & Benches Request for Proposal and other related tasks.

Ensure that public infrastructure installed by private developers meets City standards by conducting thorough inspections.

Enhance traffic efficiency and safety by implementing projects that focus on improving traffic flow, safety, and infrastructure maintenance.

Conduct regular assessments of traffic signs, striping, and signals to ensure compliance with safety standards and regulations.

Prioritize transit improvements to enhance accessibility and promote sustainable transportation options.

Engage with the community to gather feedback and address concerns related to traffic management, active transportation, and infrastructure (TCC and ATC).

Collaborate with other city departments to integrate traffic management initiatives with broader urban planning and development strategies.

Continue to collaborate with federal, state, county, and neighboring cities to improve connectivity.

Traffic Engineering
Strengthen the City’s stormwater management program by enhancing pollution prevention measures, ensuring compliance with NPDES permit regulations, and collaborating with regional water quality boards.

Improve customer service and communication by establishing clear communication channels, providing regular project updates, and prioritizing responsiveness and professionalism.

Public Works | J-2
Implementation of Storm Water Quality regulations for compliance, improve Standard Operating Procedures, prepare the Public Works
FISCAL YEAR 2025-26
FY 2025-26 Department Goals & Initiatives
Administration & Environmental Services
Develop and monitor the department budget, administer contracts, prepare reports and memos for various items.

Continue to evaluate the Department's qualification for American Public Works Association's Accreditation Program.

Provide direction, management, and support services to the entire Public Works Department Provide maintenance and repairs for all City-owned buildings & facilities, and all City-owned electrical equipment .

Maintain and repair City-owned streetlights on public streets. Address High Voltage series system failure for streetlights.

Complete various facility capital repairs throughout the City.

General Engineering
Improve efficiency in reviewing private development plans by implementing streamlined procedures, clear guidelines, and utilizing EasyDev and EnerGov systems for automated processing.

Update permit applications and procedures to reduce processing time.

Capital Improvement
•
•
•
•
•
• Collaborate with Facilities Division to prioritize repair and renovation of City facilitie s
• Administer and inspect all City-funded construction projects to assure compliance with City standards and requirements.

Environmental Programs
• Improve administration and operation of solid and recycling waste program (including SB1383 •
•
Equipment/Fleet
•
Maintain the City's fleet of 450 vehicles by providing preventative maintenance, safety inspections, • Administer the City's Equipment Replacement Program, which is managed through the Vehicle Replacement Fund.
•
•
Landscape & Tree Maintenance
• Irrigation- Start the cost for replacement of Calsense controllers - A possible 5-year plan. • Irrigation Promote two Senior Maintenance Workers I to Irrigation Specialists and One Irrigation Specialist to Grounds Maintenance Lead Worker.
•
Continue pushing for park crews and median crews weekly- biweekly schedule. • Use West Coyote Hills, Panorama, Centex budgets by end of fiscal.

Street Maintenance
• Provide weekly street sweeping, installs street signs, paint traffic lane and pavement legends, manage graffiti removal, and maintain public sidewalks, City storm drains, and asphalt pavements • Complete storm drain catch basin cleanings and Flood Control Channel clearing for stormwater compliance purposes.
•
Perform additional sidewalk repairs and street paving.

Fullerton Municipal Airport
• Administer a safe, efficient Airport with sensitivity to environmental issues. • Maintain a secure Airport Operations Area (AOA) consistent with federal, state, and local regulations. • Creatively pursue options for expansion of airport office facilities. • Work on improvements for branding and beautification of Airport facility .
• Explore opportunities for electric air taxi services
Public Works | J-3
Implement innovative treatment and rehabilitation methods to help address City's street pavement conditions Award construction contracts for all programmed street rehabilitation projects.

Pursue available grant opportunities to offset infrastructure improvements costs.

FY 2025-26 Department Goals & Initiatives
Award constrution contracts to replace at least seven miles of water main lines.

Public Works
FISCAL YEAR 2025-26
Implementation of Advanced Clean Fleets Regulation by California Resources Board (CARB) in the Vehicle Replacement Provide continued Air Quality Management reporting and compliance.

Continue utilizing in-house staff to design and administer CIP projects.

Collaborate with Fire and Police Department for their Vehicle Replacement Program Assist Equipment and Fleet Division in the implementation and repporting requireemnts of Advanced Clean Fleets •
•
•
•
•
•
•
•
•
•
•
•
•
• Assist in the administration of CSUF's Titan Pedestrian Bridge Project. • Initiate Assesment and Evaluation of the City's qualification for APWA's Accreditation Program • Position the City to be in compliance with the upcoming NPDES Audit • Receive a compliance review from the County for Hazardous Material Inspection •
Awarded ARPA funded street rehabilitation construction projects. • Completed construction of Hunt Branch Library Building Renovations • Completion of Sewer Master Plan and Water Master Plan Updates.

Finalize and implement priority SCADA upgrades acquiring four additional emergency supply generators to existing wells and reservoirs.

FY 2024-25 Department Accomplishments
Revise the Conservation Program to meet future Conservation is a California Way of Life regulations currently under the rulemaking process. Develop and implement a Cross-Connection Control Program to meet new state requirements
Develop a pressure profile and acquiring needed equipment for future implementation.

Identify and replace existing meters with AMI meters for phase one of the AMI replacement program.

Inspect all Food Service establishments to manage Fats, Oils, and Grease (F.O.G) control program to minimize sewer blockages
Provide routine and emergency mainline cleaning and manage Fats, Oils, and Grease (F.O.G) control program to minimize sewer blockages.

Sewer System
Maintain and rehabilitate sewer collection system.

FISCAL YEAR 2025-26
Public Works
Staff lobbied for additional $426K of earmark funds to augment the City's authorized federal funds for a CIP project; total earmark funds of $1.1M.

Public Works | J-4
Completion of multiple grant applications to aide the funding of various programs, CIP projects and plans. Succesful grant administration to secure grant funds on various state and federal funded projects such as Active Transportation Program (ATP), Highway Safety Improvement Program (HSIP), Safe Streets & Roads For All (SS4A), SB 1383 Grant, MWD Leak Detection, etc. Pending formal award of grant application from Orange County Complete Streets Program for the Harbor Im
provement Project by the end of FY 2023-2024.

Water System
Manage all operational aspects of the water operations including upgrade and repair of infrastructure, oversee water production, conservation, water quality and cross connection prevention.

Comply with all drinking water regulations (Local, State, Federal, etc.) and safeguard the water system through emergency planning and strategizing. Closely Monitor for PFOA and PFOS in the water system, in accordance with state and federal guidelines. Successfully operate and manage city’s first GAC treatment plant for PFAS.

Schedule routine proactive leak detection surveys to reduce the number of emergency water outages.

Continue to provide responsive and outstanding service to repair high-frequent water main breaks FY 2025-26 Department Goals & Initiatives
•
•
•
• Successful operation of Orange County's first PFAS treatment GAC facility for Well 3A site. •
• Res
ponsive and outstanding service to repair high-frequent water main breaks. •
•
• Performed approximately 15,000 pothole repairs.
•
Enhanced the Level of Service of the Graffitti Abatement Program. •
•
•
• Reduce Engineering Plan Check turn around time from 26 working days to 12 working days. •
•
• Improved compliance level with State's SB 1383 California's Short-Lived Climate Pollutant Reduction Strategy. •
Updated the City’s Flood Zone Ordinance to align with current federal National Flood Insurance Program (NFIP) Floodplain Management Regulations and California Building Standards Code (CBSC) requirements pertaining to Flood Zone Development.

Reviewed 2,906 private development plans and 1,925 water plans despite low staffing level to keep up with demand.

Acquired service truck with a crane attachment to efficiently scheduled large meter replacements.

Awarded Southern California Chapter – American Public Works Association’s B.E.S.T. Project of the Year Award for the Hunt Library Revitalization Project and the Energy Infrastructure Modernization Project.

Nominated for American Public Works Association’s National Project of the Year Award for the Energy Infrastructure Modernization Project, pending announcement of award in September 2024 at APWA's National Conference.

Public Works
FISCAL YEAR 2025-26
Design of Well7A Project and construction of Main PFAS Plant has commenced. •
•
Public Works | J-5
FY 2024-25 Department Accomplishments
Assisted with Orange County Fire Authority ramp improvements necessary for their new Firehawk Helicopters.

Completed the AFI building remodel with an additional 500 square feet of office space which will be leased to aviation businesses.

Obtained a $500K grant under the Bipartisan Infrastructure Law for needed upgrades to the existing Air Traffic Control Tower/Restaurant building.

Completed a new Runway 06 Precision Approach Path Indicator (PAPI) which provides glideslope information to pilots landing from the West.
•
•
Assessed the requirement of California Air Resource Board’s (CARB) Zero-Emission Vehicle (ZEV) program and ensure the City is in a position to meet the regulations.

Completed the City-wide street sweeping signage installation for parking enforcement.

Provided training for Storm Water Quality compliance to Public Works Department and Community and Economic Department.

Submit Sewer System Management Plan and Annual report to State Water Recourse Board for compliance.

Update Public Works Engineering Fee Schedule to ensure fees charged for services reflect the actual costs incurred by the City in provide such services.

Inspected 55 miles of sewer line with CCTV inspection and root-cut/hydro-flushed 295 miles of sewer pipeline to maintain the City's infrastructure.

Regul
ar Employees 196.5 198.5 198.5 200.0
Nonregular Hours 7,370 7,370 7,370 7,370
Salaries & Benefits 18,562,820 25,007,188 25,007,188 25,953,543 Maintenance & Support 74,481,876 77,377,247 77,377,247 80,022,382 Capital Outlay 2,631,474 3,200,690 3,200,690 3,347,890 Subtotal 95,676,170 105,585,125 105,585,125 109,323,815 Less Allocations (14,976,801) (20,025,792) (20,025,792) (18,927,190) Total Operating Budget $80,699,369 $85,559,333 $85,559,333 $90,396,625 Fund No. and Title
10 - General Fund 10,182,468 11,295,211 11,295,211 11,813,378 15 - Parks & Recreation Fund 800
-
-
-
20 - West Coyote Hills 10
-
-
-
22 - Air Quality Improvement Fund 5,505
21,000 21,000 10,000
23 - Sanitation Fund 7,762,444 8,656,303 8,656,303 8,734,338 25 - Measure M Fund 284,156
217,000 217,000 217,000
30 - Gas Tax Fund 3,423,910 4,268,058 4,268,058 4,284,367 32 - Grant Fund 421,035
-
-
-
36 - Drainage Capital Outlay Fund 220,187
303,997 303,997 647,276
40 - Airport Fund 5,160,925 2,196,892 2,196,892 2,272,373 41 - CNG Fund 65,404
221,560 221,560 237,441
42 - Brea Dam Fund 1,444
-
-
-
44 - Water Fund 32,533,037 38,469,964 38,469,964 41,730,893 45 - Whiting/Lemon Parking Fund 13,354
92,290 92,290 48,721
46 - Refuse Collection 15,435,132 15,950,252 15,950,252 16,079,359 47 - Sewer Fund 4,959,911 4,760,971 4,760,971 5,021,642 64 - Vehicle Replacement 4,496,375 3,886,405 3,886,405 2,749,605 67 - Equipment Maintenance 4,100,216 5,187,652 5,187,652 4,896,725 69 - Building Maintenance Services 4,288,400 4,157,246 4,157,246 4,132,177 70 - Facility Capital Repair 11,894
13,078 13,078 11,078
74 - Capital Projects 978,921 1,756,765 1,756,765 1,759,475 Subtotal 94,345,528 101,454,645 101,454,645 104,645,849 Less Total Allocations (Funds 64, 67, 69, 70, 74): (13,646,159) (15,895,312) (15,895,312) (14,249,224) Total Operating Budget $80,699,369 $85,559,333 $85,559,333 90,396,625$ FISCAL YEAR 2025-26
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
2024-25
Adopted
2024-25
Projected
2025-26
Proposed

DEPARTMENT SUMMARY

DEPARTMENT FUND ANALYSIS
2023-24
Actual
2023-24
Actual
Public Works | J-6
Public Works
Salaries &
Benefits
24%
Maintenance &
Support
73%
Capital
Outlay
3%
Operating Budget by Category
General Fund
11%
Special Revenue
Funds
13%
Enterprise Funds
63%
Internal Service
Funds
11%
Capital Projects Fund
2%
Department Fund Analysis
Position Classification
Administrative Assistant I 1.0 1.0 1.0
Administrative Assistant II 3 1.5 1.5 1.0
Air Conditioning Mechanic 1.0 1.0 1.0
Airport Manager 1.0 1.0 1.0
Airport Operations Assistant 1.0 1.0 1.0
Airport Operations Lead Worker 1.0 1.0 1.0
Airport Service Worker 3.0 3.0 3.0
Asset Management Coordinator 2 0.0 2.0 2.0
Assistant Director of Public Works - Maintenance 1.0 1.0 1.0 Assistant Engineer 3.0 3.0 3.0
Assistant Engineer - Water 1.0 1.0 1.0
Assistant Plan Check Engineer - Engineering 2 0.0 2.0 2.0 Associate Engineer 3.0 3.0 3.0
Associate Engineer - Traffic 1 1.0 1.0 0.0
Building & Facility Supervisor 1.0 1.0 1.0
City Engineer/Assistant Director of Public Works 1.0 1.0 1.0 Civil Engineer 1 4.0 3.0 4.0
City Traffic Engineer 1.0 1.0 1.0
Clerical Assistant III 1.0 1.0 1.0
Construction Inspector 2.0 2.0 2.0
Construction Inspector - Water 1.0 1.0 1.0
Director of Public Works 1.0 1.0 1.0
Electrician 3.0 3.0 3.0
Engineering Aide III 2.0 2.0 2.0
Environmental Services Coordinator I 1.0 1.0 0.0
Environmental Services Coordinator II 0.0 0.0 1.0
Equipment Mechanic Lead Worker 1.0 1.0 1.0
Equipment Operator 10.0 10.0 10.0
Equipment Operator - Water 2 2.0 3.0 3.0
Equipment Service Worker 1 1.0 1.0 0.0
Equipment Superintendent 1.0 1.0 1.0
Facilities Lead Worker 2.0 2.0 2.0
Facilities Manager 1.0 1.0 1.0
Fleet Supervisor 1.0 1.0 1.0
Fleet Maintenance Technician 1.0 1.0 1.0
Grounds Maintenance Lead Worker 2.0 2.0 2.0
Irrigation Specialist 1.0 1.0 1.0
Public Works
FISCAL YEAR 2025-26
2023-24
Budgeted
2025-26
Proposed
Pu blic Works | J-7
Regular Employees - Full-Time Equivalent Positions

DEPARTMENT PERSONNEL SUMMARY
2024-25
Budgeted
Position Classification
Landscape Supervisor I 1.0 1.0 1.0
Landscape Supervisor II 1.0 1.0 1.0
Landscape and Tree Manager 1.0 1.0 1.0
Location Specialist 2.0 2.0 2.0
Clerical Assistant III (Maintenance Facilities Dispatcher) 1.0 1.0 1.0 Maintenance Worker 3 8.0 8.0 1.0
Mechanic I 1 0.0 0.0 1.0
Mechanic II 6.0 6.0 6.0
Mechanic III 2.0 2.0 2.0
Meter Repairer 2.0 0.0 0.0
Permit Technician 1.0 1.0 1.0
Principal Civil Engineer 2.0 2.0 2.0
Principal Civil Engineer-Water 1.0 1.0 1.0
Principal Construction Inspector 1.0 1.0 1.0
Public Works Administrative Manager 1.0 1.0 1.0
Public Works Analyst 2 2.0 0.0 0.0
Senior Administrative Analyst 3.0 3.0 3.0
Senior Civil Engineer - Water 0.0 1.0 1.0
Senior Maintenance Worker I 3 54.0 54.0 61.0
Senior Maintenance Worker II 4.0 4.0 4.0
Senior Maintenance Worker III 10.0 11.0 11.0
Sewer Lead Worker 1.0 1.0 1.0
Sewer Program Specialist 2 1.0 0.0 0.0
Sewer Supervisor 1.0 1.0 1.0
Skilled Maintenance Worker - Building & Facilities 3.0 3.0 3.0 Skilled Maintenance Worker II - Water 4.0 5.0 5.0
Solid Waste and Recycling Coordinator 1.0 1.0 1.0
Source Control Inspector 2.0 2.0 2.0
Streets and Sewer Manager 1.0 1.0 1.0
Street Supervisor 2.0 2.0 2.0
Streets Lead Worker 3 2.0 2.0 3.0
Traffic Painter 2.0 2.0 2.0
Tree Services Inspector 1.0 1.0 1.0
Water Distribution Supervisor 2.0 2.0 2.0
Water Lead Worker 2.0 3.0 3.0
Water Production Operator 3 3.0 3.0 4.0
Water Production Supervisor 1.0 1.0 1.0
Water Quality Specialist 1.0 0.0 0.0
Water Quality Supervisor 0.0 1.0 1.0
2023-24
Budgeted
2025-26
Proposed
Public Works
FISCAL YEAR 2024-25

DEPARTMENT PERSONNEL SUMMARY
2024-25
Budgeted
Regular Employees - Full-Time Equivalent Positions
Pu blic Works | J-8
Position Classification
Water Systems Manager 1.0 1.0 1.0
Water Technical Design Specialist 2 1.0 0.0 0.0
Water Utility Services Lead Worker 2.0 0.0 0.0
Water Quality Lead Worker 0.0 2.0 2.0
Total Budgeted FTE Positions 196.5 198.5 200.0
T
otal Nonregular Hours 7,370 7,370 7,370
Unfunded Positions 0.0
Notes:
(1) FY24-25 Mid-Year Personnel Budget Adjustment includes removal of 1.0 FTE Associate Engineering - Traffic and 1.0 FTE Equipment
Service Worker and addition of 1.0 FTE Civil Engineer and 1.0 FTE Mechanic I (2) FY23-24 Department reorganization approved during FY24-25 mid-year coordination with Human Resources:

1.0 FTE Sewer Program Specialist relassified to 1.0 FTE Asset Management Coordinator

1.0 FTE Water Tech Design Specialist reclassified to 1.0 FTE Assistant Plan Check Engineer

2.0 FTE Public Works Analyst relassified to 1.0 FTE Assistant Plan Check Engineer and 1.0 FTE Asset Management Coordinator

1.0 FTE Equipment Operator-Water and 1.0 FTE Water Quality Lead Worker addition to Personnel Count (3) Approved as part of the FY 25-26 Proposed Budget :

6.0 FTE Maintenance Workers reclassified to 6.0 FTE Senior Maintenance Worker I's

1.0 FTE Maintenance Worker reclassified to 1.0 FTE Street Leads Worker.

Addition of 1.0 FTE Water Production Operator and 1.0 FTE Senior Maintenance Worker I.

Less 0.5 FTE Administraive Assistant II due to transfer to CED.

Regular Employees - Full-Time Equivalent Positions
Public Works
FISCAL YEAR 2025-26
2023-24
Budgeted
2025-26
Proposed
Pu blic Works | J-9

DEPARTMENT PERSONNEL SUMMARY
2024-25
Budgeted

LIBRARY

Library
Library

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

DEPARTMENT ORGANIZATION CHART
FISCAL YEAR 2025-26
It is the mission of the Fullerton Public Library to provide services and materials to meet the educational, informational, literacy, and recreational reading needs of Fullerton's culturally diverse community. It is a place where information and items of recreational, educational, and leisurely interest are collected, preserved, and made available in print and electronic formats. The City has 2 libraries: the Main Library and Hunt Library/ The Library Department has an administrative Library Board of Trustees appointed by City Council. The Library Department has two fund-raising support groups, which are incorporated as nonprofit organizations: the Friends of the Fullerton Public Library and the Fullerton Public Library Foundation.
10 12
14 16
18 20
22 24
26 2023-24
Budgeted
2024-25
Adopted
2025-26
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Total Expenditures
Library Director Library Board of Trustees
Children's ServicesTechnical
Services
Adult
Services Circulation
K-1
Administration
•
• Manage and prepare the Library's budget, activities, personnel and grants for all divisions including Hunt Library. •
•
•
Implement and monitor Building Forward Library Facilities Improvement Grant #2 to improve the Main Library's elevators generator, Young Adult area, Children's toddler area, and Osborne Auditorium.

Adult Services
•
•
•
•
Circulation
•
•
• Engage the community through dynamic passive programs such as our California Library Association Award Winning Mystery Date with a Book, emphasizing the impact and value of library services
•
Maintain relationships with current library patrons and future library patrons via outreach policy, and excellent customer service.
•
Maintain library organization, including shelving and signage.

Technical Services
• Optimize all workflows of the acquisitions process to automate and create efficiencies. • Update the Library’s electronic resources and website to meet community needs and provide unique services. • Continue modernizing patron and item databases to reflect current library users and resource s • Optimize records-keeping to improve digitization and reduce supply needs . • Streamline collections for increased browsability and access.

Children's Services
• Maintain and develop timely, accurate, well-reviewed and popular materials for recreational and informationa reading for children and families.
• Host early childhood programs including Preschool Storytime and Stay and Pla y • Create 8-week Summer and Winter Reading Club Programs for children . • Seek ways to resume After School Club and Bedtime Bears . • Make better use of space in Osborne Auditorium to better host events, recitals, and expand programming.

Ensure that the Library is a welcoming and safe place for library patrons.

Provide reference and reader advisory to Adults and Teens.

Create 8-week Summer and Winter Reading Club Programs for teens and adults.

Continue to enhance our partnerships and establish new partnerships for Adult and Teen programming Transition to newly acquired digital library card applications, streamlining processes to save time for staff and patrons while promoting an eco-friendly, paperless approach.

Maintain productive relationships with the Library Foundation and Friends support groups.

Library
FISCAL YEAR 2025-26
FY 2025-26 Department Goals & Initiatives
Facilitate and support the Board of Trustees at their monthly meetings and throughout the year.

Streamline library spending and make best use of general and library funds.

Expand and enhance the use of MessageBee for notices and newsletters, improving communication and engagement with patrons.

Library | K -2
Hunt Library
• Continue successful programming that serves the needs of the community . • Maintain relationship with Fullerton School District and collaborate with them to provide class visits and various other experiences.
•
Continue partnership with Parks & Recreation Department to best utilize the facility.

Passport Services
•
• Successfully reopened Hunt Library and implemented several well attended programs there. • Increased librar y program attendance by more than 75% • Introduced successful new programs such as Seasonal Craft nights, Meditate @ the Library, Master Gardeners, and Library Paint Nights.
• As of Mid-January circulated 200,000 items including physical materials, digital materials, hot spots and park passes. This puts us on pace for over 400,000 by the end of the Fiscal Year. •
Developed and improved non-English collections, increasing circulation by 212% • Throu gh our patron notification platform MessageBee, we sent over 40,000 notices to patrons with a 97% success rate • Sent 98,354 co pies of our newsletter with a 94% click-through rate. • Recruited and hired a new Library Technology Assistant to improve the technology operations, communication and optimize the workflow of the Library. • Maintained and continuousl y update the library's website, including doing more to feature our local history room and collection.
• Installed and implemented a new Automated Materials Handlin g machine. •
• Ran a monthl y STEAM partnership with La Vista High School averaging 30 students each meeting. •
• Offered the California State Librar y Parks Pass program that allows vehicle entry at over 200 participating state parks and made them renewable for checkout.

FY 2025-26 Department Goals & Initiatives
Continue the Passport Services Program, a valued community resource and revenue-generating service for the City, while exploring ways to ensure consistent and efficient office operations.

Library
FISCAL YEAR 2025-26
FY 2024-25 Department Accomplishments
Received and appropriated several grants from the State and the State library to fund the revitalization of the Hunt Library and infrastructure improvements at the Main Library.

Completed several projects funded by the Building Forward #2 Grant including the installation of a new generator, repairs to the Main Library's elevators, lighting changes, and big renovations to the Osborne Auditorium.

Library | K -3
• Maintained the State De partment certification of our Passport Acceptance Facility and our Passport Staff. • Our Readin g Programs of all age levels engaged over 500 adults who gave book reviews and 1,300 Children and Teens participants who read a cumulative 821,546 minutes. • Celebrated Librar y Card Sign-Up Month, National Library Lover's Month, as well as several such as Summer Reading Club, Winter Reading Club, Mystery Date with a Book, the Magical Holiday Ball (with over 300 attendees), Star Wars day and saw Storytime attendance soar. • Implemented green initiatives to increase digitization, reduce printing, and recycle and reuse packing materials.
•
Library | K -4
Added 5 non-regular Library Technical Assistants to the team, freeing up our regular staff members to focus on programming and the collection.

Library
FISCAL YEAR 2025-26
Budg
eted FTE Positions 20.3 21.3 21.3 21.3
Nonregular Hours 18,600 22,500 22,500 20,520
Salaries & Benefits 2,248,647 2,790,745 2,790,745 2,820,051 Maintenance & Support 2,043,449 1,953,392 1,953,392 1,858,913 Capital Outlay 76,556 -
-
-
Subtotal
4,368,652 4,744,137 4,744,137 4,678,964
Less Allocations -
-
-
-
T
otal Operating Budget $4,368,652 $4,744,137 $4,744,137 $4,678,964 Fund No. and Title
10 - General - - - -
13 -
Library 4,368,652 4,744,137 4,744,137 4,678,964
Total Operating Budget $4,368,652 $4,744,137 $4,744,137 $4,678,964 Library | K-5
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
FISCAL YEAR 2025-26

DEPARTMENT FUND ANALYSIS

DEPARTMENT SUMMARY
Library
2025-26
Proposed
2024-25
Projected
2024-25
Adopted
2023-24
Actual
Salaries &
Benefits
60%
Maintenance &
Support
40%
Operating Budget by Category
13 - Library
Department Fund Analysis
Position Classification
Administrative Assistant I 1.0 1.0 1.0
Adult Services Librarian 4.0 4.0 4.0
Children's Services Librarian 2.0 2.0 2.0
Library Clerical Assistant 1.3 1.3 1.3
Library Director 1.0 1.0 1.0
Library Division Manager 2.0 2.0 2.0
Library Division Manager II 1,2

1.0 1.0 0.0
Library Services Supervisor 1.0 1.0 1.0
Library Technical Assistant I 1.0 1.0 1.0
Library Technical Assistant II 2.0 3.0 3.0
Library Technical Services Assistant 1.0 1.0 1.0
Local History Archivist 1.0 1.0 1.0
Senior Administrative Analyst
2 0.0 0.0 1.0
Senior Librarian 2.0 2.0 2.0
Total Budgeted FTEs 20.3 21.3 21.3
Total Nonregular Hours 3 18,600 22,500 20,520
Notes:
(1) In FY 23-24, a new proposed classification of Library Division Manager II was added to Budget pending HR review.

However, it was determined to maintain only 1 classification of Library Manager I was appropriate. (2) Library Manager II position is proposed to be reclassified to Senior Admninstrative Analyst in FY 25-26 Proposed Budget. (3) By reducing Library Circulation hours in FY 25-26 Proposed Budget, this will not affect Library service hours.

Nonregular Employees - Hours

DEPARTMENT PERSONNEL SUMMARY
Library | K-6
Library
FISCAL YEAR 2025-26
Regular Employees - Full-Time Equivalent Positions
2025-26
Proposed
2024-25
Adopted
2023-24
Budgeted

PARKS &

RECREATION

DEPARTMENT ORGANIZATION CHART

DEPARTMENT DESCRIPTION

DEPARTMENT FINANCIAL SUMMARY

Parks & Recreation
Parks & Recreation
FISCAL YEAR 2025-26
The Parks and Recreation Department provides a wide range of programs in the areas of recreation, families, seniors, special events; and development and opera tion of various facilities and parklands which, include 53 parks, a golf course, over 130,000 square feet of facilities, and 30 miles of recreat ional trails. These programs and services contribute to the community's health, recreation, and cultural enrichment. 0 5
10 15
20 25
2023-24
Budgeted
2024-25
Adopted
2025-26
Proposed
Regular Employees -
Full-Time Equivalent Positions (FTE)
$0
$1,500,000
$3,000,000
$4,500,000
$6,000,000
$7,500,000
$9,000,000
$10,500,000
$12,000,000
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Total Expenditures
Deputy City Manager
Administration Special EventsParks Recreation
L-1
Parks & Rec Administration
• Streamline processes to improve efficiency in managing park facilities and capital projects. • Increase utilization of websites and social media platforms to highlight available programs, services, and park amenities available in our community.
• Successfully secure funding for park improvement projects through collection of Park Dwelling fees (including ADU's > 750 sq feet) and grants, ensuring financial resources are allocated for key upgrades and enhancements. • Identify new revenue streams through program fees, special events, partnerships, lease negotiations, and facility rentals. • Complete construction of Union Pacific (UP) Trail Phase 2 and UP Park.

Parks, Fields & Trails
• Complete an inventory of sports field infrastructure and create a priority list for repairs and renovations. • Increase weekend patrol of our Parks and Trails to include full day coverage. • Increase the Lions Field rental revenue by 10%.
• Revamp the Adopt-A-Park program and promote through schools and organizations. • Ensure the equitable distribution of the City's Sports Fields to local youth sport organizations per the Department's Field Allocation Policy.
• Expand adult sport program(s) and offerings to enhance community engagement. • Reopen Independence Park gym and complete Independence Park Master Plan. •
Expand access to the Tennis Center by offering additional classes, camps, and private instruction; explore addition of pickleball courts.

Recreation Programs & Fullerton Community Center
• Provide recreational, educational, and wellness activities that enhance the well-being of older adults in Fullerton. Expand Senior Mobility Program and provide upgraded transportation options to seniors. • Offer cultural events, language classes, and heritage celebrations that celebrate the diversity of Fullerton's population, fostering cultural understanding and community cohesion.
• Promote affordable and accessible initiatives to support the independence and well-being of Fullerton's aging population. • Increase advertising revenue for the Fullerton Connect. • Empower and engage Fullerton's youth by providing opportunities for leadership, community involvement, and advocating for initiatives that address their needs and interests.
• Expand and provide new recreational youth classes to be held at Hillcrest park, Fullerton Community Center, and Hunt Branch Library
• Establish partnerships with local businesses to offer classes and programs • Provide the public with unique and beautiful locations to host special events. Focus rental resources on Fullerton Community Center, Park Pavilions, Downtown Plaza, Hillcrest Rec Building, Red Cross Building & Chapman Recreation Building.

Parks & Recreation
FISCAL YEAR 2025-26
FY 2025-26 Department Goals & Initiatives
Parks & Recreation | L-2
City Events
• Provide high quality special events, incorporating latest trends, community needs, and sponsorships • Expand offering of seasonal City special events
• Increase the vendor participation for our Fullerton Downtown Market. • Develop sponsorship prospectus and increase sponsorship support (money/in-kind) from the local business community. • Continue the Fullerton tradition of hosting and producing the City's 1st Night and 4th of July renowned community events, featuring fireworks and drawing large community crowds, while finding a thoughtful balance between introducing fresh, engaging elements and honoring long-stand traditions.
• Expand the Thursday Night Farmer's Market sesaon by an additional month, extending operations from April through September to increase community access and vendor opportunities
Parks & Rec Administration
• Established a quarterly financial reporting framework to monitor spending and ensure alignment with budget projections • Centralized department purchasing processes and procedures to enhance efficiency in paying contractors and securing essential services and products.

Parks, Fields & Trails
• Hosted multiple soccer and softball tournaments throughout the City, resulting in increased visitors to the parks and surrounding businesses.
• Re-organized the operations at the Tennis Center resulting in increased revenue and attendance. • Installed new windscreens at the Tennis Center.
• Revamped our Field Reservation applications for all leagues. • Conducted community outreach for Bastanchury Greenbelt and Independence Park projects (organized community meetings, developed surveys, and promoted on social media).
• Transitioned Tennis Reservations to online platform Civic Rec to increase transparency and efficiency for users and staff.

Recreation Programs & Fullerton Community Center
• Provided new family programming, youth programming and contract classes at City's newly opened Hunt Library. • Continue partnership with Fullerton School District at Hunt Branch library offering afterschool programming support and community engagement.
• Successfully utilized the Richman Outdoor Grant to organize six trips, with a total attendance of 100 participants. • Successful increased Camp Hillcrest attendance to 100 per week. • Established and initiated the Senior and Youth Advisory Committee to address the needs and interests of the community. • Successfully brought back the Fishing Derby for the first time since 2019, in partnership with the Department of Fish and Wildlife, the Izaak Walton League and local Boy Scout Troop.
• Revived the Breakfast with Santa event, extending invitations to all Title I schools and Richman Neighborhood. • Reopened park facilities and pavilions for rentals, achieving near full bookings almost every weekend since the COVID-19 pandemic.

Parks & Recreation
FISCAL YEAR 2025-26
FY 2024-25 Department Accomplishments
Parks & Recreation | L-3
• Introduced new, no-cost or low-cost art and music programming for both adults and youth at the Fullerton Community Center. • Hosted various events for seniors, including a Tea and Big Hats Social Party, the return of the Fullerton Senior Follies Talent show, Senior Prom, various holiday celebrations, fostering community engagement among older adults. • Successful bi-monthly events providing children aged 6 to 13 with an evening of games, pizza, snacks and movies, promotions, social interaction and recreation.
• Developed and implemented Little Learners Program designed for preschoolers aged 3 to 5, this four week program offers educational activities to foster early childhood development. • Successfully expanded the Senior Grocery program in partnership with Second Harvest, increasing service from two days to three days per month at the Fullerton Community Center.
• In partnership with the Fullerton Library, the highly anticipated re-opening of the Hunt Branch Library is bringing exciting opportunities for private events and vibrant community programming! • Reopened the Chapman Park Activity Building for private rental use.

City Events
• Increased rentals in the Downtown Plaza to twice per month. • Organized several successful community events, such as the sold-out Pickleball Tournament, a "Swifty" themed event, Puptoberfest, Peanuts Spooktacular at the Fullerton Community Center, Hunt Branch Library and Laguna Lake. • Hosted an increased number of Family Fridays for the community to enjoy, creating new family-friendly activities and fostering stronger community connections.
• Organized a successful 4th of July event, which included a community bike parade, car show, contests, festival rides and fireworks show.
• Successfully upheld a cherished Fullerton tradition by hosting the 1st Night and 4th of July events, featuring an expanded layout and innvative programming to enhance community engagement.
• Increased vendor participation for the Thursday Night Market; averaging over 40 vendors per week.

Parks & Recreation | L-4
Parks & Recreation
FISCAL YEAR 2025-26

DEPARTMENT SUMMARY

Budgeted FTE Positions 14.0 21.0 21.0 21.0
Nonregular Hours 53,490 51,200 51,200 50,918
Salaries & Benefits 2,464,327 3,544,163 3,544,163 3,681,339 Maintenance & Support 8,328,951 9,066,868 9,066,868 8,922,900 Capital Outlay - - - - Subtotal 10,793,278 12,611,031 12,611,031 12,604,239 Less Allocations (145,000) (238,930) (238,930) (526,871) Total Operating Budget $10,648,278 $12,372,101 $12,372,101 $12,077,368

DEPARTMENT FUND ANALYSIS

Fund No. and Title
10 - General Fund - - - - 15 - Parks & Recreation 5,925,804 7,210,368 7,210,368 6,937,291 25 - Measure M2 228,081 370,406 370,406 370,406
32 - Grants 92,326 215,633 215,633 263,255
42 - Brea Dam 4,506,648 4,490,966 4,490,966 4,659,611
44 - Water 40,419 53,337 53,337 85,735
74 - Capital Projects - 270,321 270,321 287,941 Subtotal $10,793,278 $12,611,031 $12,611,031 $12,604,239 Less Allocations:
42 - Brea Dam (145,000) (238,930) (238,930) (238,930)
74 - Capital Projects - - - (287,941) (145,000) (238,930) (238,930) (526,871)
Total Operating Budget $10,648,278 $12,372,101 $12,372,101 $12,077,368 Parks & Recreation | L-5
Parks & Recreation
FISCAL YEAR 2025-26
2025-26
Proposed
2024-25
Projected
2024-25
Adopted
2023-24
Actual
2023-24
Actual
2024-25
Adopted
2024-25
Projected
2025-26
Proposed
Salaries &
Benefits
29%
Maintenance &
Support
71%
Operating Budget by Category
Parks &
Recreation
Fund
55%
Measure M2
3% Grants Fund
2%
Brea Dam
Fund
37%
Water Fund
1%74 - Capital
Projects
287,941
2%
Department Fund Analysis

Position Classification

Administrative Assistant I 1.0 1.0 1.0
Administrative Analyst I 0.0 1.0 1.0
Deputy Director of Parks & Recreation 1.0 0.0 0.0 Events Specialist 2 0.0 1.0 0.0
Museum Educator 1.0 0.0 0.0
Parks & Recreation Coordinator 1 5.0 6.0 7.0
Parks & Recreation Manager 1.0 2.0 2.0
Parks Project Manager 0.0 1.0 1.0
Parks Project Specialist 0.0 1.0 1.0
Parks & Recreation Supervisor I 1.0 3.0 3.0
Parks & Recreation Supervisor II 2.0 1.0 1.0
Public Information Specialist 2 0.0 0.0 1.0
Sports Facility Coordinator 3 1.0 1.0 0.0
Sr. Customer Service Representative 0.0 2.0 2.0
Sr. Administrative Analyst 1.0 1.0 1.0
Total Budgeted FTE 14.0 21.0 21.0
Nonregular Employees - Hours
Total Nonregular Hours 53,956 51,200 50,918
Unfunded Positions 0.0
Notes:
(1) In FY23-24, per Parks and Recreation Department reorg, the following positions were added: Administrative Analyst I, Parks and Recreation Manager, Parks and Recreation Coordinator, Parks Project Manager, Parks Project Specialist, and Senior Customer Service Representatives.
(2) In FY 24-25, 1.0 FTE Events Specialist was approved to be reclassed to 1.0 FTE Public Information Specialist. (3) In FY 24-25, 1.0 FTE Sports Facility Coordinator was approved to be reclassed to 1.0 FTE Parks and Recreation Coordinator.

FISCAL YEAR 2025-26
Parks & Recreation
Parks & Recreation | L-6
2023-24
Budgeted
2024-25
Adopted
2025-26
Proposed

DEPARTMENT PERSONNEL SUMMARY

APPENDIX

CITY OF FULLERTION
FISCAL YEAR 2025-26
Type of Debt Issued / Fund Department/Division Maturity Date
Original
Principal
Amount
FY 25-26
Debt Service
General Fund (10)
Capital / Equipment Lease for Emergency Radio Equipment - Total Debt Service Purpose: Lease purchase of 800 MHz Radio Equipment 7/1/2026 2,472,439$ 306,135 $ Principal Police 191,155 $
Interest Police 10,894 $
Principal Fire 89,785 $
Interest Fire 5,117 $
Principal Public Works - Maintenance 8,689 $
Interest Public Works - Maintenance 495 $
Airport (40)
Airport Loan Program by CalTrans
Purpose: Fullerton Airport Building Renovation and Expansion Project 6/30/2041 1,300,000$ 91,051 $ Principal Public Works - Airport 50,210 $
Interest Public Works - Airport 40,841$
Brea Dam Fund (42)
2010 Lease Revenue Bonds, Series A (Taxable RZEDB)
Purpose: Revenue Bonds 5/25/2031 2,705,000$ 235,988 $

Principal Parks & Recreation 155,000 $
Interest Golf Course 80,988$
Water Fund (44)
2014 Water Revenue Refunding Bonds
Purpose: Revenue Bonds 9/1/2033 6,810,000$ 472,750$ Principal Public Works 310,000$
Interest Water 162,750$
Water Well Easement 4/30/2026 406,611$ 81,322$ Purpose: Easement on Goodman Property for Installation and Operation of City's Water Well Principal Public Works 81,322 $
Interest Public Works -$

DEBT SERVICES SCHEDULE
FISCAL YEAR 2025-26
Debt Service | AP - 1
The Debt Services Section provides an overview of the City of Fullerton's current Debt Portfolio and summary of all bond issuances. The City issues lease revenue, refunding bonds, judgment obligation bonds, capital leases and various loan programs. The City holds a 'AA' credit rating from Standard and Poors (S&P) Global Ratings.

DEBT SERVICES SCHEDULE
FISCAL YEAR 2025-26
Type of Debt Issued / Fund Department/Division Maturity Date
Original
Principal
Amount
FY 25-26
Debt Service
Liability Fund (62)
2021 Judgement Obligation Bonds (2021 Taxable)
Purpose: To Refund 2013 Judgement Obligation Bonds 4/1/2033 5,010,000$ 541,969 $ Principal Human Resources 455,000 $
Interest Risk Management 86,969$
B
uilding Maintenance (69)
NORESCO Energy Efficiency Project
Purpose: Solar panels for City Owned Facilities & Properties 11/1/2039 8,894,000$ 583,637$

Principal Public Works 447,113 $
Interest 136,524$
Successor Agency (89)
Purpose: Refunding Revenue Bonds
2020A Tax Allocation Revenue Bonds Successor Agency 9/1/2027 33,965,000$ 3,731,900 $ Principal 3,175,000$
Interest 556,900$
2020B Tax Allocation Revenue Bonds Successor Agency 9/1/2026 10,730,000$ 1,904,883 $ Principal 1,870,000$
Interest 34,883$
Total Citywide Debt Service 85,668,050$ 7,949,635$
Debt Service | AP - 2

GLOSSARY OF TERMS
Glossary of Terms | AP-3
Annual Comprehensive Financial Report (ACFR) – The audited annual financial report of a government, which encompasses all governmental and fiduciary funds.

Appropriations (GANN) Limit – As a governmental entity in the State of California, the City is subject to an Appropriations, or GANN Spending Limit (CA Article XIII B), which places a maximum spending limit amount on the City’s annual appropriations of tax proceeds in a fiscal year.

ARPA – American Rescue Plan Act of 2021 (ARPA) is a Federal stimulus bill that was signed into law on March 12, 2021 that provided $130 billion in funding for state and local governments to alleviate economic impacts from the COVID-19 pandemic.

Balanced Budget – When the City’s operating budget, primarily the General Fund, in which operating expenditures do not exceed and are supported by ongoing, operating revenues. A budget can also be balanced by use of available reserves and/or other sources (i.e. transfers in or one-time revenues).

Budget (Operating) – A city-wide or departmental fiscal spending plan detailing current operating programs, including an estimate of expenditures and revenues for a given period (usually a single fiscal year).

CalPERS – The California Public Employees' Retirement System is an agency in the California executive branch that manages pension and health benefits for California public employees, retirees, and their families.

Capital Improvement Program (CIP) – A plan for capital improvements to be implemented each year over a number of years to meet capital needs arising from the assessment of long-term needs. It sets forth the estimated cost for each project and specifies the resources required to finance the projected expenditures.

Capital Expenditures (or CIP Projects) – The City of Fullerton recognizes capital improvements as CIP projects. A capital improvement project is defined as any project involving labor services related to the construction of, or improvements to, facilities, structures or equipment in the amount of $25,000 or more.

Capital Outlay – Expenditures for the acquisition cost of capital assets, such as equipment, vehicles or furniture, to make improvements to capital assets that increase their value or useful life. An expenditure for such in excess of $5,000 is generally considered a capital asset.

Debt Service Funds – Governmental fund type used to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.

Enterprise Funds – Funds established to account for the operations and financing of self-supporting activities of a governmental unit that renders services on a user charge basis to the general public, similar to private business enterprises. Examples include Airport Fund, Water Fund and Brea Dam Fund.

Expenditure – The payment of cash on the transfer of property or services for the purpose of acquiring an asset, service or settling a loss.

Fiscal Year (FY) – Any yearly accounting period, regardless of its relationship to a calendar year. The fiscal year for the City begins on July 1 of each year and ends on June 30 of the following year. It is designated by the calendar year in which it ends.

Fiduc
iary Funds – Funds that are custodial in nature (assets equal liabilities) and are used to account for resources held for the benefit of parties outside the government that cannot be used for government operations.

Five-Year Financial Forecast or Financial Forecast – The Five-Year Financial Forecast is the City’s financial planning tool that projects the City’s financial position over a near term, multi-year period, that is developed utilizing identified revenue and expenditure assumptions for budget year, as well as other quantitative and qualitative economic assumptions for future fiscal years.

GLOSSARY OF TERMS
Glossary of Terms | AP-4
Full-Time Equivalent (FTE) – A full-time position or employee who works or is budgeted at 40 hours per week. 2,080 hours equal one full-time equivalent.

Fund - An independent fiscal and accounting entity with a self-balancing set of accounts, recording resources, related liabilities, obligations, reserves, and equities segregated for the purpose of carrying out specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations.

Fund Balance – Fund Balance represents the equity, or financial position of governmental and fiduciary funds, which is the difference between assets and liabilities, and represents the cumulative effect of revenues and other financing sources over expenditures and other financing uses. Fund balance can also include a fund’s reserves level.

General Fund – The City’s primary operating fund is the General Fund, as this is its operating fund that supports traditional municipal services, such as public safety, community and economic development, parks and recreation and library community services, and public works.

Generally Accepted Accounting Principles (GAAP) – The conventions, rules, and procedures as established by the Governmental Accounting Standards Board (GASB) that serve as the norm for the fair presentation of the City’s financial statements.

Governmental Funds – Account for and budget governmental activities that are considered core operating functions of the government entity, which include the General Fund, Special Revenue funds, Grant Funds, and certain capital project funds
Interfund Transfer – The movement of any fund’s existing revenues or movement of funds (available fund balance) from one fund to another recipient fund to assist in subsidizing that fund’s services or operations. This is generally reflected as Transfers In and Transfers Out.

Intergovernmental Revenue – Revenue collected by one government and distributed (usually through some predetermined formula) to another level of government(s) and can also include one-time grants.

Internal Service Funds (ISF) – Account for the goods or services provided by one fund and/or department to another fund and/or department on a cost reimbursement basis. Examples include Building Maintenance Fund, Information Technology Fund, and Facility Capital Repair Fund.

Maintenance & Operations – Departmental expenditures related to ongoing, day-to-day activities such as supplies, professional or contractual services, maintenance, legal fees, and postage, to name a few.

Maintenance of Effort (MOE) Budget Approach – A MOE is a budget approach that allows annual budget increases for: anticipated merit and salary step increases, annual CalPERS retirement increases, any approved City agreements and contracts that have built-in contract increases, allows for CPI increases for goods and services and removes one-time expenditures from a subsequent budget year.

Memorandum of Agreement (MOA) – A written cooperative agreement that describes how two parties will work together to meet a common objective.

Modified Accrual Basis of Accounting – The basis of accounting, according to which (a) revenues are recognized in the accounting period in which they become available and measurable and (b) expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long- term debt and certain similar accrued obligations, which should be recognized when due.

Nonregular – Status of an employee who works part-time, temporary, or contracted for a short period of time.

Operating Deficit – The amount by which operating expenditures exceed operating revenue.

GLOSSARY OF TERMS
Glossary of Terms | AP-5
Operating Surplus – The amount by which operating revenues exceed operating expenditures.

Revenue – Sources of income financing the operations of government.

Revenue Bond - Is a category of municipal bond supported by the revenue from a specific project. Revenue bonds finance income-producing projects and are thus secured by a specified revenue source.

Recognized Obligation Payment Schedule (ROPS) – A required document, approved by the Successor Agency’s Oversight Board and the State of California’s Department of Finance, that sets forth the minimum amounts and dates of payments required by enforceable obligations of the Successor Agency for each six-month fiscal period.

Salaries & Benefits – Total employee compensation including base salary, health benefits, and retirement costs.

Special Revenue Funds – Used to account for the revenue derived from specific taxes or other earmarked revenue sources (other than for major capital projects) that are restricted by law or administrative action to expenditures for specified purposes. Examples include Sanitation Fund, American Rescue Plan Act (ARPA) Fund, Measure M2 Fund.

Successor Agency – A legally separate entity from the City whose purpose is to fulfill the existing enforceable obligations held by the former Fullerton Redevelopment Agency and dissolve all of the remaining assets that are to be distributed among local taxing entities.

Unfunded Accrued Liability (UAL) – Is the amortized dollar amount needed, or projected liability, to fund past service credit earned (accrued) for members who are currently receiving benefits (retirees), active members and for future members entitled to benefits.

Unfunded Positions – A position with no supporting budget in the current fiscal year.

Zero-Based Budgeting – Zero-Based Budgeting is a budget approach that evaluates all City programs and services individually annually, and allocates budgets based on City program and service need for that specific fiscal year, from the “ground up” or “zero-based”. Budgets are not automatically carried over from prior fiscal year.

CAPITAL IMPROVEMENTS

PROGRAM BUDGET
2025 - 2026

FISCAL YEARFISCAL YEARFISCAL YEAR

CITY OF FULLERTON, CA
WWW.CITYOFFULLERTON.COM

CITY OF FULLERTON, CA
Fiscal Year 2025-26
Proposed Capital
Improvements Budget

CITY OF FULLERTON
DRAFT
FY 2025-26 - 2029-30

FIVE-YEAR

CAPITAL IMPROVEMENT PROGRAM
Page
CIP-Intro
CIP-1
CIP-2
CIP-6
Storm Drain System ……………………………………………………………………… CIP-9
CIP-12
CIP-19
CIP-21
CIP-29
Park Improvements…........................................................................................................CIP-36 Appendix A - Glossary of the Fullerton Plan Policies Identified in "General Plan Element Section" Sewer System ...……………………….……………………………………………………
Traffic Signals and Safety Lighting ……………………………………………………… Public Facilities ………………………………………………………………………………
Water System ...…………….………………………………………………………………
Parks and Recreation Department………
Capital Improvement Program - Project Priority Schedules Public Works Department - Engineering
Airport ………………….…………………………………………..…………..……………
Public Works Department - Maintenance Services

CITY OF FULLERTON

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
FISCAL YEARS 2025-26 - 2029-30

TABLE OF CONTENTS
Capital Improvement Program Overview .………………………………………….………………...……… Street Improvements ………………………………………………………………………
Capital Improvement Program Introduction .………………………………………….………………...……

CIP INTRO

Capital Improvements Program (CIP) Introduction

Introduction
The Capital Improvements Program (CIP) is the City’s capital investment plan that addresses the City’s short-term and long-term infrastructure needs. The CIP Budget is adopted on an annual basis, alongside adoption of the operating budget, in accordance to a 5-Year Plan that is administered by the Public Works Department, Engineering division. The CIP is both a fiscal and planning tool that allows the City to monitor all capital project costs, funding sources, and timing.

The CIP focuses on the maintenance and rehabilitation of the City's streets, sewer, storm drain, water systems and traffic signals to ensure public health, safety, and general welfare to its residents. In addition, the CIP incorporates improvements to the City’s airport, the only general aviation airport in Orange County. The CIP also includes capital investments to City facilities such as the revitalization of the Fullerton Hunt Library, Americans with Disabilities Act (ADA) improvements, and enhancements to various Parks and Recreation facilities.

CIP Process
While the majority of the CIP involves regular maintenance projects, each year there can be unique or non-regular projects that require implementation. Addressing these projects requires identifying the appropriate type and level of funding that allows the City to continue meeting our short-term priority needs.

The CIP is developed in four (4) stages and in conjunction with the annual budget process. Project Identification or Stage 1 is the first step in the CIP which identifies potential projects or any non-regular / special projects that need to be considered. During this stage, the City utilizes various tools and information to select which projects will receive funding. A few of these tools include the City’s Pavement Condition Index (PCI) rating, street traffic volume, planned development or improvements, and combining utility work (water / sewer) with street rehabilitation. Stage 2 or Budget Identification, determines the amount of funding that is available for CIP projects. The City utilizes both restricted and unrestricted funds to address capital infrastructure improvements such as:

• Water Fund (restricted)
• RMRA / SB1 (restricted)
• ARPA Revenue Replacement (unrestricted)

In Stage 3, Project Review, a proposal is submitted to the City’s Infrastructure and Natural Resources Advisory Committee (INRAC) to review and approve CIP projects. Lastly, Stage 4 is CIP Budget Adoption phase, in which recommendations are presented to City Council for approval and the CIP is then adopted for the upcoming fiscal year.

Stage 1 - Project
Identification
• Coordinate with City
Departments on potential
projects
• Identify short & long term
infrastructure
investments
• Identify non-regular or
special projects
Stage 2 - Budget
Identification
• Identify funding
availability by working
with City analysts and
Budget team
• Adjust projects based on
available funding
Stage 3 - Project
Review
• Present identified
projects and funding
sources to the City's
Infrastructure Resources
Advisor Committee
(INRAC)
Stage 4 - CIP Budget
Adoption
• Recommendations are
presented to City Council
as part of the Annual
Budget adoption process
• City Council approves
CIP

CITY OF FULLERTON
FISCAL YEAR 2025-26
Funding Source

RESTRICTED FUNDS
Airport Enterprise Fund
Drainage Capital Outlay Fund
Facility Capital Repair Fund
Gas Tax Fund
Infrastructure Fund
Library Foundation
Measure M2
Park Dwelling Fund
RMRA/SB1 Fund
Sewer Enterprise Fund
Traffic Mitigation Fees
Water Fund
Subtotal
OTHER
General Fund
Subtotal
GRANTS
Community Development Block Grant
Grant - Federal
Grant - State
Measure M2 Environmental Grant
Measure M2 Regional Grant
Subtotal

TOTAL PROPOSED CIP BUDGET
The proposed Capital Improvement Program (CIP) is presented in this section. The CIP is a planning tool for short- and long-range capital improvements and development. It links Fullerton's fiscal planning process to physical development.

The City funding composition and total funding for the fiscal year is shown below. In accordance with the City's goals, the majority of the projects are programmed for design completion or a construction contract to be awarded by June 30, however Capital projects still in progress and will be carried over to the following fiscal year.

The CIP program utilizes a majority of restricted funds that are not available for general operations. Reconstruction and rehabilitation of the City's infrastructure systems and Citywide facilities continue to be a high priority for the CIP.

CAPITAL IMPROVEMENT PROGRAM OVERVIEW
Proposed FY Funding
Amount
$450,000

0.3%
$0
Percent

1.4%
$100,000
$2,500,000

0.0%

7.8%
$650,000 2.0%
$3,718,428

1.6%
$27,945,107
$250,000 0.8%
$0

1.6%

10.0%

50.1%
$1,000,000 3.1%
$16,100,000
$0
$500,000
$200,000
$500,000

1.1%

86.9%

0.0%
$350,000
$0 0.0%

0.0%
CIP-1

11.6%

0.5%
$3,218,400
$150,028
$32,163,535
$2,995,107 9.3%
$3,700,000 11.5%
100.0%

0.6%
STREET

IMPROVEMENTS

Department: Project Priority Number: 1
Project Number: 44400 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

Targeted Streets/Areas for upcoming projects are:

Local Streets Arterial Streets
Sunny Hills-Twilight Area Raymond Ave - Burton to Orangethorpe Candlewood Area State College Boulevard - north of Yorba Linda Blvd Pacific-Wanda-Louise-Walnut Area
Cannon-Sheppard Area
Slurry Seal - Various Streets

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $1,600,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $9,600,000 $3,700,000 $3,700,000 $3,700,000 $3,700,000 $3,700,000 $18,500,000 $350,000 $350,000
TOTALS $8,150,000 $8,200,000 $8,200,000 $8,200,000 $8,200,000 $40,950,000 Restrictions or Deadlines Associated with Outside Funding Sources:

RMRA/SB1
Measure M2
Infrastructure Fund
Public Works - Engineering (Streets)
Ongoing - Annual Project
Street pavement rehabilition and improvement projects priorities are based condition deficiencies detailed in the Pavement Management Plan (PMP), Average Daily Traffic (ADT), maintenance service orders, in conjunction with water, sewer and/or drainage projects, participation of other jurisdictions, and on staff surveys. This is a multiyear program of reconstruction and resurfacing of the City's street system. Currently local street priorities are based on water, sewer, and/or drainage projects, plus current engineering and maintenance surveys, but locations are subject to change as priorities and funding are continuously updated. Work on these streets typically involves significant rehabilitation and will reduce the overall pavement condition deficiencies on the City's streets.

CIP-3

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Street Improvement Rehabilitation
Measure M2 funds must be spent within 3 years of receipt.

Street Reconstruction, Rehabilitation & Repair Program
Mobility
Policy P5.6
Citywide
General Fund
Grant - CDBG
Department: Project Priority Number: 2
Project Number: 44797 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $250,000 $400,000 $500,000 $500,000 $500,000 $2,150,000 TOTALS $250,000 $400,000 $500,000 $500,000 $500,000 $2,150,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Measure M2

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Streets)
Curb/Gutter & Sidewalk Reconstruction - FY 25-26
Mobility
Policy P5.6 & P5.7
Street Improvement Repair & Maintenance
Citywide
Ongoing - Annual Project
A continuing program for curb/gutter and sidewalk repair, which will improve drainage, reduce unsightly ponding, and replace damaged sidewalk. Replacing the curb/gutter will also increase the life of the adjacent asphalt concrete paving, while repairing sidewalks will reduce the City's exposure to liability.

Locations for repair are based on the Citywide sidewalk evaluation, plus resident and/or or staff notifications of damage.

CIP-4
Measure M2 funds must be spent within 3 years of receipt.

Department: Project Priority Number: 3
Project Number: 44401 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $50,000 $50,000 $50,000 $50,000 $50,000 $250,000
TOTALS $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Measure M2

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Streets)
Pavement Management Plan Update
Mobility
Policy P5.6
Street Improvement Rehabilitation
Citywide
Ongoing - Multiyear
A continuing program involving inspecting pavement conditions of the arterial and residential/local streets. Continual inspections is required to remain eligible to receive Measure M2 funding from OCTA. Reports detailing current pavement conditions are submitted every two years to OCTA.

Arterial streets must be inspected at least once every two years. Residential/local streets must be inspected at least once every six years. Training and certification from OCTA is required to complete the inspections.

FY 2025-26 will involve inspection of the arterial streets and submittal of the Pavement Management Plan (PMP) Report.

FY 2026-27 will involve inspection of approximately 1/3 of the City's residential/local streets.

FY 2027-28 will involve inspection of the arterial streets and submittal of the Pavement Management Plan (PMP) Report.

FY 2028-29 will involve inspection of approximately 1/3 of the City's residential/local streets.

FY 2029-30 will involve inspection of the arterial streets and submittal of the Pavement Management Plan (PMP) Report.

CIP-5
Measure M2 funds must be spent within 3 years of receipt.

SEWER SYSTEM

Department: Project Priority Number: 1
Project Number: 51419 Project Name:

General Plan Element Section:

Overarching
Water
General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 TOTALS $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-7

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Sewer System Replacement
N/A
Annual Sewer Replacement Program
Growth Management
Policy OAP1, P7.5 & P20.7
Citywide
Sewer Enterprise Fund
This project will replace deficient and high maintenance sewer mains that have leaks, cracks, root intrusion, and settlement problems. Deficient mains have been identified in the Sewer Master Plan. PW-Maintenance prioritizes the high maintenance sewer mains and the need for replacement.

The waste discharge requirement, as required by the California Regional Water Quality Board - Santa Ana Region (Order R8- 2002-0014, dated April 26, 2002 and Order 2006-0003-DWQ, dated May 2, 2006) requires all agencies that operate sewer systems to provide sufficient capital for both the short-term and long-term sewer system deficiencies.

Priority projects:

Brick manhole replacement
Chapman-Victoria-Wilshire Area - Steel pipe replacement, potential system realignment Valley View Area - Pipe rehabilitation/replacement
Chapman Ave Alley Area - Pipe abandonment and lateral modifications Basque/Commonwealth intersection - System realignment
Euclid-Malvern siphon replacement - design
As needed pipe repairs and frame replacements associated with street projects Locations are subject to change as priorities and funding are continuously updated.

Public Works - Engineering (Sewer)
Ongoing - Annual Project
Department: Project Priority Number: 2
Project Number: TBD Project Name:

General Plan Element Section:

Overarching
Water
General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $2,000,000 $2,500,000 $2,500,000 $7,000,000
TOTALS $0 $0 $2,000,000 $2,500,000 $2,500,000 $7,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Unfunded

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Sewer)
Sewer Master Plan Improvement Project
Growth Management
Policy OAP1, P7.5 & P20.7
Storm Drain System New Improvement
Citywide
Ongoing - Annual Project
The City has recently completed updating the Sewer Master Plan. This plan has provided recommendations to address system deficiencies and/or improve the sewer system. The majority of the recommendations are to upsize the pipelines to address capacity issues and concerns.

Future projects will be one of the recommended projects.

CIP-8
N/A

STORM DRAIN
SYSTEM

Department: Project Priority Number: 1
Project Number: 52591 Project Name:

General Plan Element Section:

Overarching
Water
General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $450,000 $400,000 $400,000 $400,000 $400,000 $2,050,000 TOTALS $450,000 $400,000 $400,000 $400,000 $400,000 $2,050,000 Restrictions or Deadlines Associated with Outside Funding Sources:

This annual program provides funds for inspection, repair and rehabilitation of existing storm drainage facilities, including pipe lining. This work also covers items that need immediate repair and are beyond the scope of the City's maintenance crews. It may also include smaller projects identified in the Storm Drain Master Plan.

Priority projects are:

Repair and/or lining of existing corrogated metal pipe (CMP).

Repair and/or reconstruction of damaged catch basins and junction structures.

Video inspection of existing facilities to determine current pipe condition.

Work under this project will also include emergency repair of drainage systems during the rainy season.

Public Works - Engineering (Storm Drain)
Ongoing - Annual Project
CIP-10

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Storm Drain System Repair & Maintenance
N/A
Annual Miscellaneous Storm Drain Repair
Growth Management
Policy OAP1, P7.5 & P20.7
Citywide
Drainage Capital Outlay
Department: Project Priority Number: 2
Project Number: TBD Project Name:

General Plan Element Section:

Overarching
Water
General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $1,000,000 $2,500,000 $2,500,000 $6,000,000
TOTALS $0 $0 $1,000,000 $2,500,000 $2,500,000 $6,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Unfunded

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Storm Drain)
Drainage Master Plan Improvement Project
Growth Management
Policy OAP1, P7.5 & P20.7
Storm Drain System New Improvement
Citywide
Ongoing - Annual Project
The City is currently in the process of updating the Master Drainage Plan. The plan will study the City's existing storm drain systems and drainage paterrns within the City. Recommendations will be provided for construction of new storm drain systems and/or modifications of existing systems to address any system deficiencies and/or improve the drainage patterns.

Future projects will be one of the recommended projects.

CIP-11
N/A

WATER SYSTEM

Department: Project Priority Number: 1
Project Number: 53250 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $14,000,000 $12,000,000 $11,000,000 $10,000,000 $8,000,000 $55,000,000 TOTALS $14,000,000 $12,000,000 $11,000,000 $10,000,000 $8,000,000 $55,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-13
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Water)
Water Main System Replacement & Upgrade
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Citywide
Ongoing - Annual Project
This is a multi-year program to replace aging water mains in the City's water distribution system. The City has approximately 423 miles of pipeline. Much of the City's water mains have been operating beyond their design service life. The City of Fullerton's oldest water mains were constructed in the 1910s. Over the years, many deteriorating pipes have experienced multiple leaks and breaks.

The Water Rate Study in 2019 recommended an accelerated replacement cycle. The study noted that over 50% of the City's 423 miles of pipes are over 50 years old and should be replaced. In 2019, the City approved a 5-year water rate adjustment schedule to support the annual replacement of 3, 3, 5, 7, and up to ultimately 9 miles of water mains in FY 2024.

Funding from FY 2025-26 will target the following project areas:
- Skyline-Raymond Area - Lindendale Area - Adams-West Area - Valley View-Woods Area - Gregory Area
These locations are subject to change as priorities are continuously updated.

Note: This CIP is underfunded due to limited available budget and in an effort to accomodate other critical water infrastructure needs. $19.8M annually is required to meet projected water main replacement projects. The currently available budget can only fund approximately 6 miles of water main replacements in FY 2025-26, rather than the original 9-mile goal.

Department: Project Priority Number: 2
Project Number: 53023 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $1,000,000 $1,250,000 $1,250,000 $1,500,000 $1,500,000 $6,500,000 TOTALS $1,000,000 $1,250,000 $1,250,000 $1,500,000 $1,500,000 $6,500,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-14
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Water)
PFAS Management
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Citywide
Ongoing - Annual Project
Per- and Polyfluoroalkyl substances (PFAS) are man-made chemicals that have been detected in a number of wells in Orange County, including the City of Fullerton. The Division of Drinking Water (DDW) regulations continue to evelove and currently Notification Levels (NLs) and Response Levels (RLs) are required for four PFAS constiuents, Perflurooctanoic acid (PFOA) and Perfluorooctanesulfonic acid (PFOS), Perfluorobutane sulfonate (PFBS) and Perfluorohexane sulfonate (PFHxS). Groundwater that exceeds the NL(s) require notification to governing bodies of agencies receiving the supplied drinking water while DDW recommends any groundwater wells that exceed the RLs be removed from service. The City has had to remove one high- producing well from service due to this order, with future testing and regulatory changes possibly removing other wells from service.

The PFAS program will fund the required actions needed for the City to manage and treat PFAS in the groundwater. This may include, but not be limited to, procuring funding mechanisms, land acquisition, treatment plant(s) design and construction, permit acquisition, monitoring and testing activities, modifications and upgrades to existing infrastructure, operations and maintenance costs including resin and media purchases, etc.

Some projects will be managed by Orange County Water District (OCWD) and the City will be responsible for reimbursing OCWD for the improvements to the affected wells and plants. Reimbursements will be made from this project.

Sub-projects may be created as needed. Additional funding will be requested as needs are developed.

Department: Project Priority Number: 3
Project Number: 53781 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $250,000 $275,000 $275,000 $300,000 $300,000 $1,400,000 TOTALS $250,000 $275,000 $275,000 $300,000 $300,000 $1,400,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-15
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Water)
Water System SCADA Upgrade
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Citywide
Ongoing - Annual Project
The City's Supervisory Control and Data Acquisition (SCADA) system is used by the water division to monitor and control the distribution of its drinking water. It is used to operate wells and pumps, monitor tank levels, system pressure, and water flow, and record historical data. The last major SCADA system upgrade occurred in 2008. The server, programmable logic controllers (PLC), radios, and other components have aged beyond their useful life and need be replaced. Many parts have failed or have had issues in recent years.

In 2019, the Risk Resiliency Assessment per the America's Water Infrastructure Act (AWIA) has identified deficiencies in the City's SCADA system that will need to be addressed. An assessment was performed on the existing system and a preliminary cost estimate of $1,700,000 was determined to be needed to repair these deficiencies if the upgrades were to be perfomed in 2021/2022. These upgrades will be performed over multiple years due to limited staffing resources and the final cost will be inflated to match.

Department: Project Priority Number: 4
Project Number: 53024 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $500,000 $500,000 $500,000 $1,500,000
TOTALS $500,000 $0 $500,000 $0 $500,000 $1,500,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-16
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Water)
Electrical Generator Upgrades
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Citywide
Ongoing - Multiyear
Many of the City's water facilities are ill-prepared to operate during an extended period of lost power. These facilities are critical for providing residents clean drinking water during emergency situations. Of the City's sixteen major water facilities, three have permanent generators and around half have connections for a portable emergency generator. The remaining facilities would be inoperable during power failure events.

An electrical condition and generator assessment study was conducted to prioritize the sites in order of generator necessity. The upgrades will provide permanent generator(s) and/or generator connections to the City's most critical water facilities.

Department: Project Priority Number: 5
Project Number: 53750 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $100,000 $200,000 $600,000 $600,000 $600,000 $2,100,000 TOTALS $100,000 $200,000 $600,000 $600,000 $600,000 $2,100,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-17
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Water)
Advanced Metering Infrastructure (AMI)
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Citywide
Ongoing - Multiyear
AMI takes the meter readers out of the field and brings the readings directly to the utility. This system utilizes high power transmitters attached to the meters and end points to collect meter readings throughout the day. The AMI meters will register the water used and send the meter reads back to the City for billing or other data management purposes. AMI also has functions that allow residents to track their own water use and check for leaks. This technology based metering allows flexibility in monitoring water use and billing.

This project will be a multiyear project.

The funding from FY 2025-26 will be for converting meters servicing City facilities and for initial conversion needs.

The funding from FY 2026-27 will be for converting some of the more difficult and/or time consuming meter reading routes.

Subsequent fundings will be for converting the remainder of the City. Additional funding will be requested in the future over multiple years to slowly and incrementally convert the rest of the city to be read through AMI meters.

Department: Project Priority Number: 6
Project Number: 53002 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $250,000 $250,000 $275,000 $300,000 $325,000 $1,400,000 TOTALS $250,000 $250,000 $275,000 $300,000 $325,000 $1,400,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-18
None
Water Fund

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Water)
Miscellaneous Distribution System Improvements
Water
Policy P19.4 & P19.5
Water System Repair & Maintenance
Various Locations
Ongoing - Annual Project
This program is to repair or replace valves, vaults, large meters, and other miscellaneous structures required for operating a water distribution system.

The vaults scheduled for repair pose safety hazards to the maintenance crew due to their layout and are not compliant per new Cal/OSHA regulations for confined space access.

The valves requiring replacement are broken and cannot close completely. The poor condition of the valves cause more customers to be out of service when a water shutdown is required, whether for construction of new development or for emergencies (e.g., water main breaks).

The large meters serve multifamily, commercial, and industrial properties. The City has a maintenance program that tests for the accuracy of these meters and verifies that the City is collecting the correct revenue from its customers. Older meter assemblies were not installed with the ability to be tested. The large meter replacement schedule priorities are based on the highest water users whose meters are not testable.

AIRPORT

Department: Project Priority Number: 1
Project Number: TBD Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $75,000 $75,000
$1,500,000 $1,500,000
$75,000 $75,000
TOTALS $0 $0 $0 $0 $1,650,000 $1,650,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Policy P12.8

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Airport
South Ramp Pavement Rehabilitation
Public Safety
CIP-20
Rehabiltiation and maintenace of the approximately 1,000,000 SF asphalt concrete pavement. Pavement striping and markings will be reinstalled and updated at the conclusion of the project.

Project costs include design, construction, inspection and administration. The City must provide project design plans for FAA review and approval as part of the FAA grant application. The Airport Enterprise Fund typically funds the plan development, project bidding and associated staff administration costs, however, these costs are eligible for reimbursement as part of the approved total grant funding amount. Funding is anticipated to be provided by a FAA Grant (Federal) and Caltrans Grant (State).

FAA Grant typically covers 90% of the costs with the Caltrans Grant typically providing 5% of the costs and the City required to provide the remaining 5% match to receive the funding.

Grant - Federal
Grant - State
FAA Federal Grant funding must follow FAA regulations and requirements.

Airport Rehabilitation
Airport
Summer 2030
Airport Enterprise Fund

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TRAFFIC SIGNALS &

SAFETY LIGHTING

Department: Project Priority Number: 1
Project Number: 46930 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $50,000 $135,000 $135,000 $135,000 $135,000 $590,000
TOTALS $50,000 $135,000 $135,000 $135,000 $135,000 $590,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Traffic Signal & Safety Lighting Replacement
Measure M2 funds must be spent within 3 years of receipt.

Multi-Modal Safety Enhancement Program
Mobility
Policy P5.6, P5.7, P5.8 & P5.9
Citywide
Measure M2
Install traffic safety and calming devices at various locations identified as "high incident" or "school impact zones" within the City.

Improvements may include variable speed feedback signs, upgraded pedestrian pushbuttons, warning signs, lane marking upgrades, and/or signal timing modifications as necessary. Staff intends to propose these improvements in an all out effort to best maintain overall motorist, bicyclist, and pedestrian safety.

Anticipated projects are:
- Safety Assesments of Local Schools
- Accessible Pedestrian Signals (APS)
- Miscellaneous Signage & Striping Modifications
- Minor Bicycle Facility Improvements
- Speed Feedback Signs
- Video Detection Hybrid System (ITS)
- Autonomous AI Systems (ITS)
Public Works - Engineering (Traffic)
Ongoing - Multiyear
CIP-22
Department: Project Priority Number: 2
Project Number: 46027 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 TOTALS $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-23
Measure M2 funds must be spent within 3 years of receipt.

Measure M2

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Traffic)
Traffic Signal Operation Enhancement/Maintenance &
Equipment Replacement Program
Mobility
Policy P5.6
Traffic Signal & Safety Lighting Replacement
Citywide
Ongoing - Multiyear
Potential modification to traffic signal operations including, but not limited to, the addition of protective/permissive phasing, lead/lag phasing, or phase overlaps to improve traffic progression and reduce delay. Replacement of antiquated equipment including traffic signal controller cabinets, video & bicycle detection systems, and other miscellaneous traffic signal hardware.

Phased replacement of 8-inch signal heads, traffic signal luminaires, and pedestrian push buttons at various intersections.

Additionally, this project aims to maintain the continued operation and progression of vehicle flow on numerous priority corridors that have previously been synchronized in cooperation with OCTA, Caltrans, and neighboring cities.

Anticipated projects are:
- Citywide Replacement of Existing 8-inch signal heads
- Citywide Replacement of Existing Traffic Signal Luminaires - Continued Replacement of Failed Video Detection Systems - Citywide Replacement of Pedestrian Push Buttons
- Citywide Replacement of Traffic Signal Cabinets
- Citywide Replacement of Traffic Signal Controllers
Department: Project Priority Number: 3
Project Number: 46621 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $400,000 $250,000 $250,000 $250,000 $250,000 $1,400,000 $200,000 $200,000
TOTALS $600,000 $250,000 $250,000 $250,000 $250,000 $1,600,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-24
Traffic Mitigation Fees
Measure M2 funds must be spent within 3 years of receipt.

Measure M2

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Traffic)
New Traffic Signals & Rectangular Rapid Flashing
Beacons Installation Program
Mobility
Policy P5.1 & P5.6
Traffic Signal & Safety Lighting New Improvement
Citywide
Ongoing - Multiyear
This project consists of installing new traffic signals or rectangular rapid flashing beacons (RRFB's) at various locations throughout the City. Locations are established as warranted based on criteria established in the California Manual of Uniform Traffic Control Devices (CAMUTCD). Additional considerations may be given based on studies of current traffic volumes, accident history, and other factors. The results of these studies may indicate warrants/requirements for a new traffic signal are not met, whereas, the installation of RRFB's may be recommended.

Anticipated traffic signal projects are:
- State College Boulevard and Kimberly Avenue
- Harbor Boulevard and La Entrada
- Chapman Avenue and Commonwealth Avenue modifications
Anticipated RRFB projects are:
- Gilbert Street and Olive Avenue
- School Crosswalks (citywide)
Additional locations may be determined if appropriate studies indicate requirements for a traffic signal are met.

Department: Project Priority Number: 4
Project Number: 46040 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $37,507 $1,508 $1,508 $40,523
$150,028 $6,032 $6,032 $162,092
TOTALS $187,535 $7,540 $7,540 $0 $0 $202,615
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-25
Measure M2
Measure M2 Regional
Measure M2 funds must be spent within 3 years of receipt.

Policy P5.1 & P5.6
Traffic Signal & Safety Lighting Replacement
State College Boulevard - City Limits
Summer 2029
A multi-jurisdictional project through Orange County Transportation Authority's (OCTA) Project P/Regional Traffic Signal Synchronization Program (RTSSP). The State College Boulevard project from Cliffwood Avenue in the City of Brea, through the cities of Fullerton, Anaheim, Orange, and Caltrans jurisdiction, culminating at Garden Grove Boulevard in the City of Orange.

Total corridor length is 11.3 miles and involves 58 signalized intersections of which 13 are in the City of Fullerton.

The City of Anaheim is lead agency on this project with participation from the City of Fullerton. Agencies are required to provide 20% matching funds. Total cost for the 3-year project is $4,687,683.50, which includes $3,750,146.80 (approximately 80% of the project cost ) funded by OCTA. Total project cost within the City of Fullerton amount to $1,013,075.00 of which Fullerton's match dollar is $202,615.00. 1st year costs total $187,535.00 with 2nd & 3rd year costs totaling $15,080.00 for ongoing Maintenance & Operations. As part of the project, Fullerton will receive new cabinet assemblies, controllers, CCTV cameras, fiber optic interconnect, video detection, and ethernet wireless communication at affected intersections. New timing and coordination patterns will also be developed and implemented at all signalized intersections within the project limits.

Ongoing maintenance and operation are included as part of the overall cost and extend 2-years beyond the project completion date.

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Traffic)
State College Boulevard Regional Traffic Signal
Synchronization Program
Mobility
Department: Project Priority Number: 5
Project Number: 46995 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $357,600 $357,600
$3,218,400 $3,218,400
TOTALS $3,576,000 $0 $0 $0 $0 $3,576,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CITY OF FULLERTON
FISCAL YEARS 2024-25 - 2028-29
Public Works - Engineering (Traffic)
Highway Safety Improvement Program (HSIP) Cycle 12
(6 Intersection - Orangethorpe Ave. / Harbor Blvd.)
Mobility
Policy P5.1 & P5.6
Traffic Signal & Safety Lighting Replacement
Various Intersections along Orangethorpe Avenue and Harbor Boulevard Winter 2029
This project focuses on safety improvements at six major intersections along the Orangethorpe Avenue and Harbor Boulevard corridors. In the last five years, both of these corridors have experienced high frequency and/r severity collisions. The City completed a Local Road Safety Plan (LRSP) in 2022 which then identified eight intersections which experienced the highest number of total collisions. The selected project intersections and roadway segments yielded over 320 collisions between 2019 and 2024, including five severe injuries and four fatalities. These locations have been some of the highest injury and fatal crash concentrations in the City for several years.

The locations are:
- Orangethorpe and Harbor
- Orangethorpe and Euclid
- Orangethorpe and Brookhurst
- Orangethorpe and Magnolia
- Harbor and Commonwealth
- Harbor and Chapman
Improvements at the intersections include the installation of retroreflective backplates, additional vehicle indication for through movements, proper location of left-turning vehicle indications, installation of protected left-turn phases, additional safety lighting, and upgraded signing & striping.

The proposed countermeasures are intended to maximize multi-modal visibility along Orangethorpe Avenue and Harbor Bouelvard.

CIP-26
Measure M2
Grant - Federal
Department: Project Priority Number: 6
Project Number: 46036 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

FY 2023-24 Funding:
220,000$
FY 2024-25 Funding:
200,000$

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $50,000 $200,000 $200,000 $450,000
TOTALS $50,000 $200,000 $200,000 $0 $0 $450,000
Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-27
Measure M2
Measure M2 funds must be spent within 3 years of receipt.

Measure M2
Measure M2

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Traffic)
Traffic Management Center (TMC) System Expansion
Mobility
Policy P5.3 & P5.6
Traffic Signal & Safety Lighting New Improvement
Citywide
Fall 2028
To date, the City has installed ninety-five (95) new Q-Free traffic signal controllers. This will result in a remaining balance of sixty- five (65) controllers out of one hundred sixty (160) signalized intersections still requiring replacement. It is staff's intention to replace the remaining controllers - allowing for spare controllers for emergency replacements - over over the next several years.

The new controllers will replace antiquated controllers and controllers that are currently incapable of communicating with the City's Traffic Signal Master System. These new controllers are also non-proprietary in nature and capable of communicating with a multitude of traffic management software. The end product is a lower cost controller which allows the City greater flexibility when obtaining technical support or utilizing other software platforms.

In addition, a necessary expansion of the existing Traffic Management Center (TMC) will require new software, hardware and communication equipment, to manage future demand on the citywide traffic signal system. Staff forsees both an increase in the number of signals to be added to the network in the next several years and a heavier workload forced onto existing servers that are considered antiquated to utilize new and necessary technology. These improvements will be necessary in year two of the three year program. Staff will be virtualizing the servers and creating a usable system which will ensure that safety is the top priority.

Department: Project Priority Number: 7
Project Number: 47003 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $100,000 $100,000
$100,000 $100,000 $100,000 $100,000 $400,000
TOTALS $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-28
Gas Tax
Unfunded

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Engineering (Traffic)
Annual Street Light Conversion Project
Mobility
The City owns and operates over 6,000 street lights on arterial and local streets. Approximately one-half of these lights are on an antiquated high voltage (series) electrical system. Power to the high voltage lights is provided by SCE via transfomers that are also an antiquated component that SCE has difficulties repairing when they do fail.

The City is looking at different options to convert the high voltage systems to a standard low voltage (multiple) system. The options include; a) transferring ownership and conversion cost of the lights to SCE with a resulting system consisting of overhead power lines; b) maintaining ownership, but installing new overhead lines; c) converting to solar lights consisting of individual solar panels at the top of each light; or d) replacing all underground conduits and wiring.

It is expected that conversion of the existing high voltage will be a combination of the options noted above.

Conversion priority is expected to be based on the history of outages and SCE's ability to repair their transformers.

Policy P5.3 & P5.6
Traffic Signal & Safety Lighting Replacement
Citywide
Ongoing - Multiyear

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PUBLIC FACILITIES

Department: Project Priority Number: 1
Project Number: 55052 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $450,000 $450,000 $450,000 $450,000 $450,000 $2,250,000 TOTALS $450,000 $450,000 $450,000 $450,000 $450,000 $2,250,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-30
N/A
Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Maintenance
Annual Facility Maintenance Projects
Community Development & Design
Policy P1.5
Public Facility Repair & Maintenance
Various Locations
Ongoing - Annual Project
For programmed and scheduled repairs that exceed routine building maintenance costs. Public Works staff maintains a list of projects and priority is determined on a continuous basis. Typically, the projects require outside contractors.

Potential projects include:

Plumbing repairs and upgrades at various buildings
HVAC equipment replacement at various buildings
Electrical panel replacements at various buildings and facilities Sprayground Equipment Replacement
Police Dept - Renovate Admin area kitchette, rehabilitation of sunken courtyard area Muckenthaler - Door restoration, railing restoration, water and storm drain pipe rehabilitation City Hall - Replacement of halon fire system components Izaak Walton Cabin - Replacement of damaged windows
Fire Stations - Rehabilitation of shower/bathroom rooms.

Independence Park Pool - Replacement/upgrade of pool equipment Hillcrest Recreation Building - Repair/restoration of exterior and interior doors These projects are subject to change as priorities are continously updated.

Department: Project Priority Number: 2
Project Number: 55044 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $100,000 $50,000 $50,000 $50,000 $50,000 $300,000
TOTALS $100,000 $50,000 $50,000 $50,000 $50,000 $300,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-31
N/A
Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Maintenance
Annual Building Painting Projects
Community Development & Design
Policy P1.5
Public Facility Repair & Maintenance
Various Locations
Ongoing - Annual Project
Paint the interior and/or exterior of buildings as requested and/or determined on a yearly inspection basis.

Potential projects include:

Police Department - Exterior, Sergeants Office
Muckenthaler Center - Exterior Window Frame Repairs and Painting These projects are subject to change as priorities are continously updated.

Department: Project Priority Number: 3
Project Number: 55045 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

CIP-32
N/A
Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Maintenance
Annual Building Flooring Projects
Community Development & Design
Policy P1.5
Public Facility Repair & Maintenance
Various Locations
Ongoing - Annual Project
Install new flooring/carpeting in buildings as requested and/or determined on a yearly inspection basis.

Potential projects include:

City Hall - City Manager's Area
Basque Yard - Building Corridors
Police Dept - Multiple areas including CSI Lab, Detective area, Community Service area, Records area, Investigations, Sergeants Office, Briefing Room, Watch Commanders Office, Narcotics/Gang Unit Office, ATF Office, Interview Room, BWC Room, K-9/FTO Office, UAS Office, Breakroom.

These projects are subject to change as priorities are continously updated.

Department: Project Priority Number: 4
Project Number: 55049 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $50,000 $100,000 $100,000 $100,000 $100,000 $450,000
TOTALS $50,000 $100,000 $100,000 $100,000 $100,000 $450,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-33
N/A
Facility Capital Repair

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Maintenance
Annual Building Roofing Projects
Community Development & Design
Policy P1.5
Public Facility Repair & Maintenance
Various Locations
Ongoing - Annual Project
Install new roofing and/or repair existing roofing on buildings based on known damage/issues and/or determined on a yearly inspection basis.

Potential projects include:

Fire Station 1 - Bay Overhangs
Annual preventive maintenance and minor repairs citywide Replacement at one facility
These projects are subject to change as priorities are continously updated.

Department: Project Priority Number: 5
Project Number: 55057 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $100,000 $150,000 $200,000 $200,000 $200,000 $850,000
TOTALS $100,000 $150,000 $200,000 $200,000 $200,000 $850,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-34
N/A
Infrastructure Fund

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Maintenance
Annual Citywide ADA Improvements
Community Development & Design
Policy P1.13
Public Facility Rehabilitation
Various Locations
Ongoing - Annual Project
The City has an updated federally required Americans with Disabilities Act (ADA) Transition Plan and Self Evaluation. This plan is required by every public entity in the United States with 50 or more employees. The Transition Plan identifies locations and improvements that do not meet current standards and requirements. The locations may be legally allowed as they met the regualtions at the time of construction, but since regulations evolve over time, the locations may not meet current regulations and therefore should be scheduled for updates.

The City should make efforts to improve accessibility on a regular basis. Currently, the City addresses accessibility on all applicable CIP projects (i.e. curb ramps, sidewalk repairs, path of travel modifications, ramp construction, restroom renovations, etc.), but this project allows the City to increase the work on City facilities such as parking lots, buildings, general signage, etc. throughout the various City facilities.

Typical projects include:

Parking lot ADA parking stall renovations
Restroom renovations
Curb ramp construction and updates
Sidewalk and path of travel repairs and construction
Buildings - Door opening and exiting, counter heights, etc.

Department: Project Priority Number: 6
Project Number: 55450 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $400,000 $400,000 $450,000 $500,000 $500,000 $2,250,000 TOTALS $400,000 $400,000 $450,000 $500,000 $500,000 $2,250,000 Restrictions or Deadlines Associated with Outside Funding Sources:

CIP-35
N/A
Infrastructure Fund

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Public Works - Maintenance
Infrastructure Repair & Replacement - Public Facilities Community Development & Design
Policy P1.5
Public Facility Rehabilitation
Various Locations
Ongoing - Annual Project
The City has over 30 buildings and facilities with a range of ages. Many buildings are in need of significant repairs (not considered routine maintenance projects), upgrades and renovation to maintain functionally for both staff and public. Public Works staff maintains a list of projects - requested and/or known issues - and priority is determined on a continuous basis.

Typically, the projects require outside contractors.

Potential projects include:

City Parking Lots - Hardscape Repairs and Pavement Rehabilitation Hillcrest Stairs Maintenance and Repair
Hillcrest Recreation Building - Kitchen Renovation and Patio Doors Hillcrest Access Roadways
Muckenthaler - Concrete parking area rehabilitation
Fire Station 1 - Building Renovation (multi-year improvements), Perimeter Fencing.

Fire Station 3 - Hose Tower Repair
Fire Stations - Bay Door Replacements
Police Department - Jail Renovation
Police Department - Parking Lot Vehicle Canopy
Police Department - Patrol Room Renovation
Police Department - Vehicle Lift
These projects are subject to change as available funding and priorities are continously updated.

Department: Project Priority Number: 1
Project Number: 54490 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $50,000 $50,000
$100,000 $100,000 $100,000 $100,000 $400,000
TOTALS $50,000 $100,000 $100,000 $100,000 $100,000 $450,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Project involves unscheduled, unforeseen, and unanticipated replacement and renovation of various park and trails amenities that are damaged beyond repair and maintenance throughout the park system. These replacement and renovation projects are smaller in scope than a full CIP project, may require some design and engineering and may be considered more urgent, and need to be completed in a shorter time frame. Amenity replacement can include items such as play structures, playground safety surfacing, park restrooms, trail renovations, lights, irrigation systems, concrete walkways, fencing, field renovation, netting, etc. This project is within the Parks & Recreation Department's work plan goal to focus on improvements to exitsting park amenities.

Parks and Recreation
Ongoing - Annual Project
CIP-37

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Parks Replacement
Park Dwelling funds are restricted to acquisition and improvements City park property and may not be used for maintenance.

Park Facilities Improvement
Parks & Recreation
Policy P15.2
Various Locations
Park Dwelling Fund
Unfunded
Department: Project Priority Number: 2
Project Number: 54501 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $100,000 $100,000
$1,000,000 $1,000,000 $2,000,000
TOTALS $100,000 $1,000,000 $1,000,000 $0 $0 $2,100,000
Restrictions or Deadlines Associated with Outside Funding Sources:

Park Dwelling Fund

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Parks and Recreation
Hillcrest Park Valley View Area Improvement
Parks & Recreation
Policy P15.2
Parks New Improvement
Hillcrest Park
Winter 2026
The Hillcrest Park Improvement Project aims to enhance recreational opportunities by introducing a new playground, restroom facility, picnic area, and open space for children to play. In this initial phase, efforts will be focused on the design process, laying the groundwork for future construction of these much-needed amenities. Once completed, these improvements will provide a welcoming and family-friendly environment, further enhancing Hillcrest Park as a valued community gathering space.

CIP-38
Unfunded
Park Dwelling funds are restricted to acquisition and improvements City park property and may not be used for maintenance.

Department: Project Priority Number: 3
Project Number: 54046 Project Name:

General Plan Element Section:

General Plan Element Subsection:

Project Category: Type of Project:

Project Location:

Expected Completion Date:

Project Description:

FY 2024-25 Funding:
100,000$

PROJECT COSTS
Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 TOTAL $100,000 $100,000
$1,000,000 $1,000,000 $1,000,000 $3,000,000
TOTALS $100,000 $1,000,000 $1,000,000 $1,000,000 $0 $3,100,000 Restrictions or Deadlines Associated with Outside Funding Sources:

Park Dwelling Fund

CITY OF FULLERTON
FISCAL YEARS 2025-26 - 2029-30
Parks and Recreation
Bastanchury Greenbelt
Parks & Recreation
Policy P15.2
The Bastanchury Greenbelt project aims to transform the area into a vibrant natural space that enhances the community’s connection to the outdoors.The project will feature passive recreation opportunities, native planting, riparian restoration, specialty gardens, and a scenic trail that weaves throughout the site. Visitors will be able to enjoy seating areas, nature play spaces, and diverse plant communities creating a serene environment for relaxation and exploration.

At this stage, the project is focused on finalizing the concept design and advancing towards a full set of construction plans. Once funding is secured, future phases will bring these plans to life, delivering a unique green space that promotes environmental sustainability and community well-being.

Park Dwelling
Parks New Improvement
Bastanchury Greenbelt
Winter 2026
CIP-39
Unfunded
Park Dwelling funds are restricted to acquisition and improvements City park property and may not be used for maintenance.

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TOPIC AREA POLICIES
Overarching
OAP1 Comply with State and Federal laws and regulations while maintaining local control in decision-making.

Overarching
OAP2 Pursue Federal, State and local funding options to support implementation of The Fullerton Plan.

Overarching OAP3 Leverage the advantages and advances of technology.

Overarching OAP4 Seek opportunities for increased efficiency and effectiveness.

Community Development &
Design
P1.1 Support regional and subregional efforts to create a strong sense of place and support the efficient use of land.

Community Development &
Design
P1.2 Support projects, programs and policies to promote compatibility and mutually beneficial built environments and land uses with adjacent jurisdictions and other agencies.

Community Development &
Design
P1.3 Support projects, programs, policies and regulations to protect, and where appropriate restore, the natural landscape, topography, drainage ways, habitat, and other natural resources when planning improvements to existing and new neighborhoods and districts.

Community Development &
Design
P1.4 Support projects, programs and policies to improve connections between housing, shops, work places, schools, parks and civic facilities, and integrate uses where possible and appropriate. (See Chapter 4: Mobility for related policies.)
Community Development &
Design
P1.5 Support projects, programs, policies and regulations to maintain positive attributes of the built environment and seek continual improvement.

Community Development &
Design
P1.6 Support projects, programs, policies and regulations to evaluate and consider short- and long-term impacts of the conversion of manufacturing and industrial lands and employment centers on the City.

Community Development &
Design
P1.7 Support projects, programs, policies and regulations to promote a development pattern that encourages a network of multi-modal transportation options.

Community Development &
Design
P1.8 Support projects, programs, policies and regulations to evaluate and consider short- and long-term impacts of significant planning efforts or developments on nearby neighborhoods.

Community Development &
Design
P1.9 Support projects, programs, policies and regulations to create housing types consistent with market demand for housing choice.

Community Development &
Design
P1.10 Support projects, programs, policies and regulations to evaluate ways to contribute to the resiliency and vitality of neighborhoods and districts as part of community-based planning of Focus Areas.

Community Development &
Design
P1.11 Support programs, policies and regulations to consider the immediate and surrounding contexts of projects to promote positive design relationships and use compatibility with adjacent built environments and land uses, including the public realm.

Community Development &
Design
P1.12 Support projects, programs, policies and regulations to encourage energy and resource efficient practices in site and building design for private and public projects. (See Chapter 19: Open Space and Natural Resources for related policies.)
Community Development &
Design
P1.13 Support projects, programs, policies and regulations to produce buildings and environments that are inherently accessible to people of all abilities.

Community Development &
Design
P2.1 Support regional and subregional efforts to improve the public image and perception of Southern California, Orange County, and North Orange County.

Community Development &
Design
P2.2 Support projects, programs, policies and regulations to promote distinctive, high-quality built environments whose form and character respect Fullerton’s historic, environmental and architectural identity and create modern places that enrich community life and are adaptable over time.

Community Development &
Design
P2.3 Support projects, programs, policies and regulations to preserve existing landmarks and encourage the creation of new landmarks that reinforce Fullerton’s identity and image.

Community Development &
Design
P2.4 Support projects, programs, policies and regulations to reinforce the character and sense of place of established neighborhoods and districts by preserving and enhancing the attributes which contribute to neighborhood and district identity, vitality and livability.

Community Development &
Design
P2.5 Support programs and policies to facilitate the efforts of property and business owners within neighborhoods and districts to maintain and manage the quality of their environments.

Community Development &
Design
P2.6 Support projects, programs, policies and regulations to create a positive identity and distinctive image as part of community-based planning of Focus Areas.

Community Development &
Design
P2.7 Support projects, programs, policies and regulations to site and design buildings to create a positive, accessible image along the street and reinforce a vibrant and comfortable public realm.

Community Development &
Design
P2.8 Support projects, programs, policies and regulations to respect the local context, including consideration of cultural and historic resources, existing scale and character and development patterns of the surrounding neighborhood or district.

GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Appendix A - 1

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Housing
P3.4 Support projects, programs, policies and regulations to facilitate infill development - focused on extremely- low, very-low, low, and moderate income - within feasible development sites for homeownership and rental units.

Housing P3.5 Support projects, programs, policies and regulations which encourage mixed use development, including the use of specific plans and industry outreach.

Housing
P3.6/P3.7 Support projects, programs, policies and regulations which provide family housing and non-traditional housing types geared to households earning 30% or less of Median Family Income for Orange County.

Housing P3.8 Support projects, programs, policies and regulations which encourage a variety of housing choices to meet the particular needs of seniors.

Housing P3.11 Support projects, programs, policies and regulations which encourage the development of surplus City land for affordable housing.

Housing P3.12 Support projects, programs, policies and regulations which encourage partnerships with non-profit, community-based service orgnaizations to develop affordable housing.

Housing P3.20-23 Support projects, programs, policies and regulations which increase the quality of housing and neighborhood conditions.

Housing P3.24/P3.26 Support projects, programs, policies and regulations which encourage the sustainable use of resources, including energy, in new housing and retro-fit projects.

Housing P3.28 Support projects, programs, policies and regulations which coordinate amenities and services with housing.

Housing
P3.29 Support projects, programs, policies and regulations which provide housing opportunites for the Fullerton workforce.

Housing P3.32/3.36 Support projects, programs, policies and regulations which encourage a variety of housing choices to meet the particular needs of those with physical and mental disabilities.

Housing
P3.33 Support projects, programs, policies and regulations which provide emergency shelter, supportive and transitional housing.

Historic Preservation
P4.1 Support programs and policies to raise the regional and subregional awareness of Fullerton’s historic resources.

Historic Preservation
P4.2 Support programs and policies to raise the awareness of the value of historic resources in strengthening communities, conserving resources, fostering economic development, and enriching lives.

Historic Preservation
P4.3 Support projects, programs, policies and regulations to promote the maintenance, restoration and rehabilitation of historical resources.

Historic Preservation
P4.4 Support projects, programs, policies and regulations to reinforce the character and sense of place of established neighborhoods and districts by protecting and preserving those elements in both the private and public realms which contribute to the historic character through the use of tools including, but not limited to, preservation overlay zones and landmark districts.

Historic Preservation
P4.5 Support projects, programs, policies and regulations to encourage the protection and preservation of individual historic structures throughout the City, but with particular attention to the preservation of noteworthy architecture in the downtown.

Historic Preservation
P4.6 Support projects, programs, policies and regulations that contribute to the preservation of historic resources as part of community-based planning of applicable Focus Areas.

Historic Preservation
P4.7 Support projects, programs, policies and regulations to design new buildings that respect the integrity of nearby historic buildings while clearly differentiating the new from the historic.

Historic Preservation
P4.8 Support projects, programs, policies and regulations to seek co-benefits along with historic preservation, for example, the provision of affordable housing and/or resource conservation.

Historic Preservation
P4.9 Support projects, programs, policies and regulations to encourage the retrofit of historic buildings in ways that preserve their architectural design character, consistent with life safety considerations, maintaining the unique visual image of Fullerton.

Mobility
P5.1 Support regional and subregional efforts to implement programs that coordinate the multi-modal transportation needs and requirements across jurisdictions, including but not limited to the Master Plan of Arterial Highways, the Commuter Bikeways Strategic Plan, the Signal Synchronization Master Plan, the Orange County Congestion Management Plan, and the Growth Management Plan.

Mobility
P5.2 Support regional and subregional efforts to increase alternatives to and infrastructure supporting reduction of single occupant vehicle trips.

Mobility
P5.3 Support projects, programs, policies and regulations to utilize signage and technology to provide real-time information to users of the multi-modal transportation network.

Appendix A - 2

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Mobility
P5.4 Support projects, programs, policies and regulations to advance the Fullerton Municipal Airport as an important economic asset that provides efficient regional travel for business, commerce and the general public, as well as a base of operations for public safety aviation operations.

Mobility
P5.5 Support projects, programs, policies and regulations to advance the Fullerton Transportation Center as an important economic asset that provides efficient regional travel and mode choice options for business, commerce and the general public.

Mobility
P5.6 Support projects, programs, policies and regulations to operate and maintain a comprehensive network of arterial highways and local roads supporting safe and efficient movement of people, goods and services to, through and within the City.

Mobility
P5.7 Support projects, programs, policies and regulations to maintain a balanced multi-modal transportation network that meets the needs of all users of the streets, roads and highways – including bicyclists, children, persons with disabilities, motorists, movers of commercial goods, pedestrians, users of public transportation and seniors – for safe and convenient travel in a manner that is suitable to the suburban and urban contexts within the City.

Mobility
P5.8 Support programs, policies and regulations to plan for and implement an efficient transportation network that maximizes capacity for person-trips, not just vehicle-trips.

Mobility
P5.9 Support projects, programs, policies and regulations to improve – in coordination with the school districts – alternatives to the motorized transport of students by parents to and from school.

Mobility
P5.10 Support projects, programs, policies and regulations to use public easements and rights-of-way along flood control channels and/or inactive railroads as part of the multi-modal network.

Mobility
P5.11 Support projects, programs, policies and regulations to integrate land use and transportation planning and implementation. (Also see Chapter 1: Community Development and Design, P1.4 Connection and Integration of Uses.)
Mobility
P5.12 Support programs, policies and regulations to analyze and evaluate urban streets using an integrated approach from the points of view of automobile drivers, transit passengers, bicyclists and pedestrians rather than auto-centric thresholds which conflict with other policies of The Fullerton Plan – including better environments for walking and bicycling, safer streets, increased transit use, cost-effective infrastructure investments, reduced greenhouse gas emissions, and the preservation of open space.

Mobility
P5.13 Support projects, programs, policies and regulations to encourage transit improvements that incentivize investment and link neighborhoods, while fitting the scale and traffic patterns of the surrounding area.

Mobility
P5.14 Support policies and regulations which require new development to pay a fair share of needed transportation improvements based on a project’s impacts to the multi-modal transportation network.

Mobility
P5.15 Support projects, programs, policies and regulations to connect neighborhoods via a multi-modal network to each other and to the City’s Focus Areas.

Mobility P5.16 Support projects, programs, policies and regulations to encourage the development of private and/or public infrastructure facilitating the use of alternative fuel vehicles.

Bicycle P6.1 Support regional and subregional efforts to ensure bicyclists are considered when developing new or retrofitting existing transportation facilities and systems.

Bicycle P6.2 Support efforts to maintain, expand and create new connections between the Fullerton bicycle network and the bicycle networks of adjacent cities, Orange County and the region.

Bicycle P6.3 Support projects, programs and policies to maintain and update as necessary a Bicycle Transportation Plan prepared and approved pursuant to the California Streets and Highways Code to maintain eligibility for funding for State Bicycle Transportation Account funds.

Bicycle P6.4 Support projects, programs, policies and regulations to recognize that every street in Fullerton is a street that a bicyclist can use.

Bicycle P6.5 Support projects, programs, policies and regulations that make bicycling safer and more convenient for all types of bicyclists.

Bicycle P6.6 Support projects, programs, policies, and regulations to facilitate safe travel by bicycle to key destinations within the community and the larger region.

Bicycle P6.7 Support projects, programs, policies, and regulations to reduce negative impacts to and increase opportunities for bicycle users and the bicycle network in private and public development projects.

Bicycle P6.8 Support projects, programs, policies and regulations to develop a multi-tiered network of bicycle travel options that consider traffic volumes and rider experience; and which recognizes that all streets should be safe for bicycling.

Appendix A - 3

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Bicycle P6.9 Support projects, programs, policies, and regulations to support the safe and efficient movement of bicyclists through and across intersections.

Bicycle P6.10 Support projects and programs in conjunction with local bike shops, organizations and advocates to foster responsible ridership and reduce barriers to bicycling.

Bicycle P6.11 Support projects, programs, policies and regulations to connect neighborhoods via a multi-modal network to each other, and to and through the City’s Focus Areas.

Bicycle P6.12 Support projects, programs, policies, and regulations to provide convenient bicycle parking and other bicycle facilities in existing and potential high demand locations within the City, such as educational institutions, parks, business districts, transit stops, retail, commercial and employment centers.

Bicycle P6.13 Support projects, programs, policies and regulations to use recognized bicycle infrastructure design standards of the Federal Highway Administration, California Department of Transportation, and the American Association of State Highway and Transportation Officials, and participate in their pilot studies for alternative designs when appropriate.

Bicycle P6.14 Support projects, programs, policies and regulations to consider bicycle friendly design using new technologies and innovative treatments.

Growth Management P7.1 Support regional and subregional efforts to focus growth and development within areas that can be adequately served by existing and planned infrastructure systems.

Growth Management P7.2 Support projects, programs, policies and regulations to accommodate housing growth consistent with the Regional Housing Needs Assessment in areas of the City with existing and planned infrastructure capabilities. (See Chapter 2: Housing for related policies.)
Growth Management P7.3 Support projects, programs, policies and regulations to plan for appropriate levels and types of infrastructure based on the desired character of each neighborhood or district.

Growth Management P7.4 Support projects, programs, policies and regulations to evaluate infrastructure capabilities as part of community-based planning of Focus Areas.

Growth Management P7.5 Support projects, programs, policies and regulations to ensure that development is appropriate in scale to current and planned infrastructure capabilities.

Noise P8.1 Support regional and subregional efforts to implement projects or programs that abate and/or attenuate noise across jurisdictions, particularly where the source is not under the City’s authority.

Noise
P8.2 Support projects, programs, policies and regulations to control and abate noise generated by mobile sources.

Noise
P8.3 Support projects, programs, policies and regulations which ensure noise-compatible land use planning recognizing the relative importance of noise sources in order of community impact, the local attitudes towards these sources, and the suburban or urban characteristics of the environment, while identifying noise sensitive uses.

Noise P8.4 Support projects, programs, policies and regulations to control and abate noise generated by stationary sources.

Noise P8.5 Support projects, programs, policies and regulations to evaluate ways to ensure noise-compatible land use planning as part of community-based planning of Focus Areas.

Noise P8.6 Support projects, programs, policies and regulations to permit uses where the noise level of the surroundings—after taking into account noise insulation features and other control techniques of the use—is not detrimental to the use.

Noise P8.7 Support projects, programs, policies and regulations to permit uses and/or activities where the noise generated by the use and/or activity is not detrimental or otherwise a nuisance to the surroundings.

Economic Development
P9.1 Support projects, programs and policies with regional organizations involved in economic development to strengthen strategic alliances, ensure the efficient use of City resources and to encourage mutually supportive efforts.

Economic Development
P9.2 Support policies and programs for allowing key City staff to actively participate with economic development organizations, including Fullerton business organizations such as the Chamber of Commerce, Downtown Business Association and others, so that the City is informed of economic development efforts, opportunities to promote a business friendly environment are identified, and the City’s interests are represented.

Economic Development
P9.3 Support programs for attracting hotels and other visitor accommodations to key areas such as the Fullerton Transportation Center Focus Area, the Harbor Gateway Focus Area, the North Harbor Corridor Focus Area and other appropriate focus areas.

Economic Development
P9.4 Support policies, projects, and programs that encourage working with other cities, counties, and government agencies to jointly leverage resources and assets to create and strengthen economic clusters within the region.

Appendix A - 4

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Economic Development P9.5 Support policies and regulations that direct the City to follow prudent financial standards and to maintain strong financial reserves as inherent parts of the budget decision-making process.

Economic Development P9.6 Support policies and regulations that require the addition of new City services based on finding that a clear need has been identified and a sustainable funding source is developed.

Economic Development P9.7 Support policies and regulations pertaining to fees charged by the City to both reflect actual costs for providing such services and consider offsets from other funding sources.

Economic Development P9.8 Support projects, programs, policies and regulations that involve investment in technology that reduces the costs of City services and that result in the efficient use of City resources and revenues.

Economic Development P9.9 Support policies, programs and regulations regarding privatizing City services if and when the private or non- profit sectors can clearly deliver equitable and affordable services more efficiently than City government.

Economic Development P9.10 Support policies, programs and regulations that sustain the provision of quality municipal services and efficient and responsive business assistance as essential tools to attract and retain businesses and employees.

Economic Development P9.11 Support programs to proactively review City ordinances, policies and procedures to reduce barriers to investment while upholding the quality of life enjoyed by Fullerton residents.

Economic Development P9.12 Support policies, programs and regulations that strengthen the City’s ability to maintain accurate accounting records and that keep the City Council, City Manager and Fullerton community informed of the City’s financial conditions at all times.

Economic Development P9.13 Support policies and programs that coordinate with City departments to plan and prioritize capital improvements to ensure that certain funding resources are allocated to the City’s most critical economic needs.

Economic Development P9.14 Support policies and programs to lease parts of public spaces, parks and select sidewalks to private businesses and non-profit organizations to activate the space with programs and activities, such as small product vendors, bike rentals, community garden plots, exercise programs, and larger events and festivals.

Economic Development P9.15 Support programs by property and business owners that are interested in establishing an assessment district or business improvement district to fund economic development programs that benefit the district.

Economic Development P9.16 Support projects, programs, policies and regulations to evaluate ways to improve long-term fiscal strength and stability as part of community-based planning of Focus Areas.

Economic Development P9.17 Support projects that do not compromise the City’s ability to provide quality services to its existing and future residents and businesses.

Economic Development
P10.1 Support policies, projects, programs and regulations, as well as regional and subregional efforts, that reduce the cost of living and the cost to do business, such as on-line services, technology, tax incentives, permit streamlining programs and others.

Economic Development
P10.2 Support regional and subregional efforts that recognize the unique roles of each sector of the economy (private sector, public sector, non-profit sector and educational sector) in economic development and take advantage of the strengths and benefits of each sector through strategic alliances.

Economic Development
P10.3 Support regional and subregional efforts to foster strategic alliances with businesses, local colleges and universities, Orange County SCORE, the Orange County Business Council, the U.S. Small Business Administration, the U.S. Economic Development Administration, the Fullerton Chamber of Commerce, the Downtown Business Association, service clubs, local churches and other non-profit organizations.

Economic Development
P10.4 Support regional and subregional efforts to promote economic development in North Orange County.

Economic Development P10.5 Support projects and programs that foster a citywide culture of innovation that values learning, creativity, adaptability and local entrepreneurship.

Economic Development P10.6 Support policies, projects and programs that bolster the efforts of local school districts, vocational schools, colleges and universities to maintain an outstanding educational system that best prepares today’s students for tomorrow’s workplace. (Also see Chapter 14: Education for related policies.) Economic Development P10.7 Support policies, projects, programs and regulations that encourage the growth and development of the vocational schools, colleges and universities within Fullerton and, as a result of such expansion, create jobs and entrepreneurial opportunities, enhance educational opportunities for Fullerton residents, support neighborhood stability and strengthen the City’s image as an educational center. (Also see Chapter 14: Education for related policies.)
Appendix A - 5

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Economic Development P10.8 Support programs to encourage Fullerton residents to become entrepreneurs and invest in new businesses with high growth potential.

Economic Development P10.9 Support projects and programs by local banks, the U.S. Small Business Administration, non-profit organizations, or colleges and universities to create business incubators, microfinance programs and other means to encourage and/or grow small businesses in the City.

Economic Development P10.10 Support policies, projects and programs that help local businesses reduce their operating costs and manage their energy use, including economic development incentives and initiatives by utility companies, and promote such opportunities on the City’s website and at the public counters of City departments.

Economic Development P10.11 Support policies, projects, programs and regulations that facilitate the installation of broadband, fiber- optic, hybrid coax, and similar infrastructure within employment and business districts to enhance the City’s ability to recruit and retain technology-dependent businesses.

Economic Development P10.12 Support policies, projects, programs and regulations that diversify the Downtown economy to create more economic activity.

Economic Development P10.13 Support policies, projects, programs and regulations for diversifying the City’s manufacturing base and facilitating investment in the City’s industrial areas that will result in maintaining or growing local jobs and creating an environment that is attractive to high tech, research and development, business incubators, manufacturers, transportation and warehouse logistics companies, services, and other emerging industries.

Economic Development P10.14 Support projects, programs, policies and regulations to evaluate ways to foster local entrepreneurial spirit and intellectual capital as part of community-based planning of Focus Areas.

Economic Development P10.15 Support policies, projects, programs and regulations that encourage the growth and expansion of Fullerton’s health and medical service providers and enhance the City’s health and social services cluster.

Economic Development P10.16 Support policies, programs and regulations pertaining to planning efforts for the City’s Focus Areas that facilitate investment and encourage economic activity that benefits the Fullerton community and the City.

Economic Development P10.17 Support projects and programs that pursue grants from the U.S. Economic Development Administration, the Kaufman Foundation, and other government agencies and philanthropic organizations to improve the economic feasibility of projects that create jobs.

Revitalization
P11.1 Support regional and subregional efforts pertaining to community revitalization that are rooted in sustainable development principles.

Revitalization P11.2 Support projects and programs surrounding community revitalization that are rooted in community-based planning processes that integrate the vision, values, views and priorities of residents, property owners, business owners and other members of the Fullerton community.

Revitalization P11.3 Support policies, projects and programs concerning historic preservation to protect Fullerton’s heritage, revitalize neighborhoods, generate design and construction jobs, and bolster the community’s sense of place.

Revitalization P11.4 Support policies, projects and programs to foster skill development and economic success through education and the creation of a culture of entrepreneurship.

Revitalization P11.5 Support policies, projects, programs and regulations that utilize innovative policing and crime prevention techniques to improve the safety of neighborhoods and districts, such as evidence-based policing, community- based policing and Crime Prevention Through Environmental Design (CPTED).

Revitalization P11.6 Support policies, projects, programs and regulations that encourage the revitalization of brownfield and grayfield properties to protect the environment, reduce blight and revitalize underutilized properties.

Revitalization P11.7 Support policies and programs that benefit property- and business owner-initiated efforts to establish an assessment district to fund special improvements and services that help revitalize and maintain neighborhoods and districts.

Revitalization P11.8 Support policies, programs and regulations that facilitate the use of creative financing tools for revitalization efforts that alleviate blight, stimulate private-sector investment, upgrade public infrastructure and facilities, and provide quality affordable housing.

Revitalization P11.9 Support policies, projects, programs and regulations that prioritize revitalization efforts that are within or adjacent to the City’s Focus Areas.

Revitalization P11.10 Support policies, projects and programs that encourage residents, homeowners’ associations, neighborhood groups and others to organize and develop neighborhood-based revitalization strategies that embrace creativity, mobilize assets and generate positive change.

Appendix A - 6

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Revitalization P11.11 Support policies, programs and regulations that facilitate parking management programs within the Transportation Center, Downtown and other appropriate Focus Areas to better manage the parking supply for the benefit of businesses, visitors and residents.

Revitalization P11.12 Support policies, projects and programs that facilitate partnerships with property owners and developers to achieve revitalization results that contribute to clean, safe and attractive neighborhoods and districts.

Revitalization P11.13 Support policies and programs that strengthen efforts by the Downtown Business Association and/or Chamber of Commerce to evaluate best practices for advancing the economic vitality of Downtown Fullerton, such as the “Main Street Four Point Approach” to commercial district revitalization.

Revitalization P11.14 Support programs that identify and analyze proven financing mechanisms and funding resources available to the City of Fullerton and local non-profits for revitalization projects.

Public Safety P12.1 Support programs that strengthen regional partnerships between public safety and human services agencies to encourage strong family relationships, reinforce healthy child development and encourage lawful behavior.

Public Safety P12.2 Support regional and subregional efforts to prevent violence, child abuse, sexual assault, domestic violence, illegal use of firearms, violence associated with substance abuse, crimes against property and other similar issues.

Public Safety P12.3 Support policies and programs that bolster productive communication and problem-solving between public safety personnel and the Fullerton community.

Public Safety P12.4 Support policies, projects, programs, and regulations that balance the need to reduce vehicle accidents, injuries, and deaths through traffic calming and street design with the need to facilitate emergency response times.

Public Safety P12.5 Support policies, programs and regulations pertaining to proactive code enforcement methods which reinforce the proper maintenance of properties, buildings and landscapes, and adherence to applicable regulations, while discouraging conditions that foster vandalism and more serious crime.

Public Safety P12.6 Support programs that involve young people in discussions about crime and prevention, increase youths’ attachment to the community, engage youth in productive activities, and reinforce success in education.

Public Safety P12.7 Support policies, programs and regulations that give the Fire Marshall flexibility to approve streets and fire lanes with reduced clearance requirements when other fire safety factors are incorporated into the project (such as street connectivity, traffic safety and the presence of sprinkler systems).

Public Safety P12.8 Support policies, projects, programs and regulations that provide for safe and efficient airport operations through compliance with the Fullerton Municipal Airport (FMA) Master Plan and the Airport Land Use Commission for Orange County’s Airport Environs Land Use Plan for FMA and the Airport Environs Land Use Plan for Heliports..

Public Safety P12.9 Support policies, projects, programs and regulations that strengthen partnerships and community-based efforts, such as Neighborhood Watch, to reduce crime through prevention, education and enforcement, and encourage communities to build block-by-block networks to prevent crime, develop social ties and solve common problems.

Public Safety P12.10 Support policies and programs that involve the community in supporting informal monitoring, participating in legitimate activities and building a sense of ownership and control over neighborhoods.

Public Safety P12.11 Support projects, programs, policies and regulations to proactively address public safety concerns as part of community-based planning of Focus Areas.

Public Safety P12.12 Support policies, programs and regulations that implement crime prevention strategies that have demonstrated success, including Crime Prevention Through Environmental Design (CPTED), Crime-Free Multi- Housing, Business Watch; Neighborhood Watch, iWatch and other similar strategies.

Public Safety P12.13 Support policies, projects, programs and regulations that make crime prevention and the maintenance of public safety service levels considerations in design and management of existing and new private and public spaces.

Public Safety P13.1 Support regional and subregional efforts to: coordinate as appropriate Continuity of Operations Plan, plans and procedures for Emergency Operations Centers, and emergency response training systems; maintain inter- agency and public communications systems that will provide mutual aid and be reliable during and following an emergency; and, formulate definitive plans and procedures for evacuation of hazard-prone areas and high risk uses.

Appendix A - 7

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Public Safety P13.2 Support policies and programs that ensure adequate resources are available in all areas of the City to respond to health, fire and police emergencies.

Public Safety P13.3 Support policies, projects, programs and regulations that reduce structural and non-structural hazards to life safety and minimize property damage and resulting social, cultural and economic dislocations resulting from future disasters.

Public Safety P13.4 Support programs that promote greater public awareness of disaster risks, personal and business risk reduction, and personal and neighborhood emergency response.

Public Safety P13.5 Support policies, programs and regulations that ensure the City, its residents, businesses and services are prepared for effective response and recovery in the event of emergencies or disasters, including the provision of information about the current nature and extent of local safety hazards and emergency plans, including evacuation plans and procedures to accommodate special needs populations. Information should be provided in multiple languages to maximize understanding by community members.

Public Safety P13.6 Support policies and programs that improve the coordination of disaster-related programs within City departments.

Public Safety P13.7 Support policies, programs and regulations which are based on research and evaluation and that implement new technologies and methods to improve the efficiency and effectiveness of fire and police services.

Public Safety P13.8 Support programs for ongoing staff training focused on the risks posed by older structures and infrastructure, as well as how to reduce those risks.

Public Safety P13.9 Support policies, programs and regulations that maintain or strengthen code enforcement as an important tool to uphold community health, safety and welfare consistent with the provisions of the Fullerton Municipal Code.

Public Safety P13.10 Support policies and programs to involve and educate the Fullerton community in emergency preparedness.

Public Safety P13.11 Support policies, programs and regulations to create problem-solving strategies and plans for areas with higher crime rates in the City and to reduce crime by implementing these strategies and plans through a range of measures including increased policing activities, neighborhood partnerships and other innovative programs.

Public Health P14.1 Support programs to coordinate with state, county and regional agencies to improve public health and well-
being through a range of efforts with regional, subregional and local agencies including schools, local medical facilities, senior centers and adjacent jurisdictions.

Public Health P14.2 Support policies, projects, programs and regulations that result in changes to the physical environment to improve health, well-being and physical activity.

Public Health P14.3 Support policies, projects, programs and regulations that facilitate successful farmers’ markets at appropriate and convenient locations throughout the City.

Public Health
P14.4 Support policies, projects, programs and regulations that encourage community gardens that are operated and managed by local volunteers and that provide for small-scale local food production in areas convenient to residents.

Public Health
P14.5 Support policies, projects, programs and regulations that provide for convenient and safe areas that facilitate opportunities for physical activity such as parks, trails, open space, safe streets for bicycling, safe sidewalks for walking, and recreational facilities for residents of all ages and abilities.

Public Health
P14.6 Support policies and regulations involving land use and zoning changes that would provide access to daily retail needs, recreational facilities, and transit stops within a walkable distance (i.e., a quarter- to a half-mile) of established residential uses.

Public Health
P14.7 Support projects and programs that facilitate private, non-profit and public health-related organizations’ efforts to provide for a range of health services including large- and small-scale medical facilities, assisted living facilities, and comprehensive healthy living resources in locations that are accessible to residents.

Public Health
P14.8 Support projects, programs, policies and regulations to evaluate ways to improve opportunities for community health and wellbeing as part of community-based planning of Focus Areas.

Public Health
P14.9 Support policies, projects, programs and regulations that encourage buildings to support the health of occupants and users by using non-toxic building materials and finishes, using windows and design features to maximize natural light and ventilation, and providing access to the outdoor environment.

Public Health P14.10 Support policies, projects and programs that demonstrate best practices related to promoting wellness in City facilities and at City-sponsored events.

Appendix A - 8

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Parks and Recreation P15.1 Support regional and subregional efforts to establish and maintain a collaboration of parks and recreation programs, to share best practices, discuss solutions to common challenges, and explore opportunities for connecting and expanding trails, joint use of parks and recreational facilities, and recreation programming for participating cities.

Parks and Recreation P15.2 Support policies, projects, programs and regulations that preserve, protect, maintain and enhance Fullerton’s existing parks, recreational facilities and trails.

Parks and Recreation P15.3 Support policies, projects, programs and regulations that strengthen access to quality recreation programs which, in turn, promote a sense of community and a higher quality of life for Fullerton residents.

Parks and Recreation P15.4 Support policies and programs that bolster appropriate partnerships between the City and agencies, including educational institutions, railroad franchises, utility companies, etc., to secure, co-locate or otherwise share parks, recreational facilities and trails on school campuses, within public easements and in other similar locations.

Parks and Recreation P15.5 Support policies, projects, programs and regulations allowing commercial ventures as ancillary uses in Fullerton parks and recreational facilities when determined they are context-appropriate, complementary to the facilities, viewed as a public benefit, and generate revenue that supports parks and recreational programs and facilities.

Parks and Recreation P15.6 Support policies, programs and regulations that facilitate the planning, design and development of an extensive system of parks (passive and active), recreational facilities, and trails that meets the current needs of Fullerton residents and is accessible and within a 15-minute walking distance (i.e., one-quarter to one-half mile) of every Fullerton resident.

Parks and Recreation P15.7 Support projects and programs that contribute to a citywide minimum park-to-population ratio of 4 acres per 1,000 people.

Parks and Recreation P15.8 Support programs that promote recreational activities that facilitate healthy and community-oriented lifestyles for Fullerton residents.

Parks and Recreation P15.9 Support policies, projects and regulations that reinforce a City commitment to a community-based parks and recreation program that maximizes opportunities to share information, promote two-way communication, and involve the Fullerton community and user groups in integrating a broad and diverse range of interests and concerns pertaining to the planning, development, enhancement and rehabilitation of parks, recreational facilities and trails.

Parks and Recreation P15.10 Support policies and regulations which require new construction of dwelling units in the City to pay a park dwelling fee that provides for the creation and enhancement of open space, parks and recreational facilities accessible to all residents.

Parks and Recreation P15.11 Support projects and programs for renovating or improving existing parks that consider the needs and desires of the surrounding neighborhoods and districts.

Parks and Recreation P15.12 Support projects, programs, policies and regulations to consider parks, recreational facilities and trails as part of community-based planning of Focus Areas.

Parks and Recreation P15.13 Support projects and programs incorporating design features in parks, recreational facilities and trails that reflect the sense of place and unique characteristics of the local context.

Parks and Recreation P15.14 Support policies and programs pertaining to public parks, recreational facilities and trails that interface with private property that advance reciprocal compatibility through collaboration, programming and design.

Parks and Recreation P15.15 Support projects and programs that involve the Fullerton community in park improvement plans through workshops, focus group discussions, and interviews and surveys with park users.

Parks and Recreation P15.16 Support projects located adjacent to or near parks and trail facilities that facilitate connections and reinforce a positive relationship between private property and public parks and trails.

Arts and Culture P16.1 Support policies and programs that build upon Fullerton’s identity as the Education Community, as well as a community with a vibrant downtown art and theater scene, by promoting cooperation and communication between public agencies and private and non-profit institutions regarding educational and cultural activities that advance arts and culture.

Arts and Culture P16.2 Support projects and programs to capitalize on Fullerton Joint Union High School's Academy of the Arts and the art programs at Fullerton College and Cal State Fullerton to promote student involvement in local and regional arts institutions.

Arts and Culture P16.3 Support programs that utilize existing facilities within the City and adjacent areas to increase the broad range of musical and arts events available to Fullerton residents and visitors.

Arts and Culture P16.4 Support policies and programs that promote quality arts and cultural facilities to serve distinct but interrelated purposes.

Appendix A - 9

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Arts and Culture P16.5 Support programs that encourage and develop activities and events serving Fullerton's diverse and changing population with a wide variety of relevant cultural experiences.

Arts and Culture P16.6 Support policies and programs which continuously seek to improve and strengthen the Fullerton Library System as an educational and cultural resource accessible to the entire Fullerton community.

Arts and Culture P16.7 Support policies, projects, programs and regulations that facilitate the provision of venues for community groups to participate in cultural events and observances.

Arts and Culture P16.8 Support projects and programs that recognize and celebrate Fullerton's status as an arts center and build upon its regional reputation through the support of existing City cultural events, and the development of new events, such as the Leo Fender Music Festival.

Arts and Culture P16.9 Support programs to make use of existing Artist in Residence programs at Fullerton College and Cal State University Fullerton to gain artworks of national stature for inclusion in the City’s public art collection.

Arts and Culture P16.10 Support programs that develop and coordinate community-based efforts to create public art pieces.

Arts and Culture P16.11 Support projects, programs, policies and regulations to consider cultural activities and the arts as part of community-based planning of Focus Areas.

Arts and Culture P16.12 Support policies, projects and programs that emphasize the cultural value of the Muckenthaler Center through its educational activities for the Fullerton community and its amphitheater serving local theater companies.

Arts and Culture P16.13 Support policies, projects and programs that recognize the Fox Theater for its past and potential future roles in Fullerton’s arts and culture community.

Arts and Culture P16.14 Support policies and programs pertaining to the Fullerton Museum Center that continue and strengthen its exhibits and education programs and capitalize on its reputation as an arts hub and Downtown Fullerton destination.

Arts and Culture P16.15 Support policies, projects and programs that enhance cultural programming offered at Plummer Auditorium, including hosting major performances with a regional draw.

Education P17.1 Support regional and subregional efforts to work collaboratively with education providers to coordinate efforts and achieve shared goals.

Education P17.2 Support policies, projects and programs that contribute to the retention and attraction of public and private vocational education programs that broaden the range of educational opportunities in Fullerton and address workforce needs of businesses and organizations.

Education P17.3 Support policies, projects, programs and regulations that contribute to the long-term vitality of higher educational institutions, high schools and elementary schools, and the Fullerton Library system.

Education P17.4 Support policies and programs that include educational providers, Fullerton Library staff and the Fullerton community in planning educational facilities and programs to ensure a broad range of needs and concerns are addressed.

Education P17.5 Support policies, projects and programs that ensure residents of all ages, backgrounds and abilities have access to facilities and programs, such as libraries and community education programs, that provide learning experiences for people at every stage in life.

Education P17.6 Support policies, projects and programs that facilitate shared use and joint development of resources with education providers, such as recreational facilities, infrastructure, and other cultural, intellectual and artistic opportunities.

Education P17.7 Support policies and programs that continue the provision of recreational and library programs that support successful school experiences, such as programs for school readiness, tutoring, literacy, English language and computer skills.

Education P17.8 Support policies, projects and programs that recognize and accommodate schools as community centers in which residents participate in programs, assist with education, help improve school facilities, hold community events and use recreational facilities.

Education P17.9 Support policies and programs pertaining to school environments that are safe and provide access to educational, physical activity and enrichment activities. (Also see Chapter 11: Public Health for related policies.) Education P17.10 Support policies, projects and programs that facilitate efforts by educational institutions and the private sector to develop an adequate supply of housing for faculty and staff of all schools, as well as adequate housing for college and university students. (See Chapter 2: Housing for related policy actions.) Education P17.11 Support policies, projects and programs that address the educational and library needs of disadvantaged communities in Fullerton.

Appendix A - 10

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Education P17.12 Support projects, programs, policies and regulations to evaluate ways to consider educational opportunities and collaboration with education providers as part of community-based planning of Focus Areas.

Education P17.13 Support policies and programs that encourage regular communication and coordination between the City and education providers about facility and infrastructure needs of campuses and nearby neighborhoods, and seek opportunities to develop these through collaborative planning and joint-use agreements.

Education P17.14 Support policies, projects and programs that prioritize revitalization activity around campuses and reflect the importance of schools in the community.

Education P17.15 Continue to mitigate the impacts of growth by assessing school impact fees and other appropriate mitigation measures.

Education P17.16 Support programs that foster coordination between the City and local school districts, colleges and universities to assess and mitigate project impacts pertaining to on- and off-campus development.

Education P17.17 Support policies, projects and programs that recognize the Fullerton Library as a central element in Fullerton’s citywide educational system.

Community Involvement
P18.1 Support programs that encourage local participation in regional planning, decision-making and activities that affect the City of Fullerton and its residents.

Community Involvement
P18.2 Support regional and subregional efforts to develop new outreach tools, such as a clearinghouse feature on cities’ websites for use by other public entities and regional agencies (such as school districts, universities, neighborhood organizations, transportation agencies, etc.) to post notices of items under their jurisdiction.

Community Involvement
P18.3 Support policies, projects, programs and regulations that maximize opportunities for public participation in planning and decision-making processes pertaining to community development and design, including outreach to members of underrepresented communities.

Community Involvement
P18.4 Support policies and programs that support opportunities for volunteerism and engagement of community members in civic activities.

Community Involvement
P18.5 Support policies, programs and regulations that maintain transparency in municipal operations and decision-making by being clear about City objectives and providing access to information, City staff and decision makers.

Community Involvement
P18.6 Support policies, projects, programs and regulations that take all feasible steps to ensure that everyone interested in participating in community forums has the materials necessary to contribute to informed decisions.

Community Involvement
P18.7 Support policies and programs that facilitate full representation of Fullerton’s diverse community on City committees and commissions.

Community Involvement
P18.8 Support policies and programs that provide and promote opportunities for low- or no-cost meeting rooms in City facilities for community groups and local organizations as incentives for strengthening community engagement.

Community Involvement
P18.9 Support policies and programs that engage youth in City governance through opportunities such as internships and having youth representatives on public bodies.

Community Involvement
P18.10 Support policies and programs to review and update the City’s noticing requirements and consider the use of websites, automatic telephone calling systems, email distribution lists, text messaging and other innovative features to provide better access to information.

Community Involvement
P18.11 Support policies standardizing the issuance of press releases for major planning efforts and development projects in order to provide information to the Fullerton community and to encourage community involvement at workshops and hearings.

Community Involvement
P18.12 Support policies and programs that encourage neighborhood involvement by engaging neighborhood organizations and homeowner associations (HOAs) in projects affecting their particular area.

Community Involvement
P18.13 Support policies programs and regulations that strengthen the efforts of neighborhoods and districts to become self-reliant when it comes to solving area problems.

Community Involvement
P18.14 Support policies, projects, programs, and regulations that uphold the scheduling of community meetings at locations and times convenient for community members desiring to provide input.

Community Involvement
P18.15 Support policies, programs and regulations that maximize opportunities for early notification of proposed projects, or projects/issues under consideration, using the most current technologies as they become available.

Water
P19.1 Support regional and subregional efforts to ensure that an adequate water supply, including groundwater, remains available.

Appendix A - 11

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Water P19.2 Support regional and subregional efforts to promote water efficiency and conservation.

Water
P19.3 Support projects, programs, policies and regulations to encourage the use of new technologies which reduce water use.

Water P19.4 Support projects, programs, policies and regulations to maintain adequate quantities of water, including groundwater, available to the City now and in the future.

Water P19.5 Support projects, programs, policies and regulations to ensure the quality of the water supply.

Water P19.6 Support projects, programs, policies and regulations to evaluate ways to conserve and reduce water use as part of community-based planning of Focus Areas.

Water
P19.7 Support projects, programs, policies and regulations to encourage water efficient practices in site and building design for private and public projects.

Water P20.1 Support regional and subregional efforts to support functional and healthy watersheds.

Water P20.2 Support regional and subregional efforts to support cleaner and reduced urban runoff.

Water
P20.3 Support projects, programs, policies and regulations to reduce impacts to watersheds and urban runoff from the improper handling and disposal of commercial products.

Water P20.4 Support projects, programs, policies and regulations that support a functional and healthy watershed within neighborhoods and districts.

Water P20.5 Support projects, programs, policies and regulations to encourage site and infrastructure improvements within the City’s Focus Areas to support cleaner and reduced urban runoff.

Water
P20.6 Support projects, programs, policies and regulations to reduce impacts to watersheds and urban runoff caused by private and public construction projects.

Water P20.7 Support projects, programs, policies and regulations to reduce impacts to watersheds and urban runoff caused by the design or operation of a site or use.

Air Quality & Climate Change
P21.1 Support regional and subregional efforts to improve the alignment of housing options and employment opportunities to reduce commuting.

Air Quality & Climate Change
P21.2 Support regional and subregional efforts to promote a transportation system coordinated with air quality improvements.

Air Quality & Climate Change
P21.3 Support regional and subregional efforts to implement programs that regulate pollution across jurisdictions, particularly where the source is not under the City’s authority.

Air Quality & Climate Change
P21.4 Support projects, programs, policies and regulations to promote a balance of residential, commercial, industrial, recreational and institutional uses located to provide options to reduce vehicle trips and vehicle miles traveled.

Air Quality & Climate Change
P21.5 Support projects, programs, policies and regulations to reduce impacts to air quality from the improper handling and disposal of commercial products.

Air Quality & Climate Change
P21.6 Support projects, programs, policies and regulations to reduce impacts to air quality caused by private and public construction projects.

Air Quality & Climate Change
P21.7 Support projects, programs, policies and regulations to reduce impacts to air quality caused by the design or operation of a site or use.

Air Quality & Climate Change
P22.1 Support regional and subregional efforts to reduce greenhouse gas emissions associated with transportation through land use strategies and policies, transportation system improvements, and transportation demand management programs.

Air Quality & Climate Change
P22.2 Support regional and subregional efforts to reduce greenhouse gas emissions associated with electrical generation through energy conservation strategies and alternative/renewable energy programs.

Air Quality & Climate Change
P22.3 Support regional and subregional efforts to reduce greenhouse gas emissions associated with water conveyance through water conservation strategies and alternative supply programs.

Air Quality & Climate Change
P22.4 Support regional and subregional efforts to reduce emissions associated with solid waste through increased recycling programs and reduced waste strategies.

Air Quality & Climate Change
P22.5 Support projects, programs, policies and regulations to use technology whenever feasible to minimize travel for City meetings and trainings.

Air Quality & Climate Change
P22.6 Support projects, programs, policies and regulations to reduce greenhouse gas emissions from waste through improved management of waste handling and reductions in waste generation.

Air Quality & Climate Change
P22.7 Support projects, programs, policies and regulations to address climate change impacts relevant to the City as an inland community, including rises in average and extreme temperature, less annual precipitation, more flooding during El Niño seasons, increased power outages and higher levels of smog.

Air Quality & Climate Change
P22.8 Support projects, programs, policies and regulations to coordinate future community-based planning efforts of the Focus Areas for consistency with the SCAG Sustainable Communities Strategy and Orange County Sustainable Communities Strategy.

Appendix A - 12

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Air Quality & Climate Change
P22.9 Support projects which voluntarily desire to implement site and/or building design features exceeding minimum requirements to reduce project greenhouse gas emissions.

Integrated Waste Management P23.1 Support regional and subregional efforts to increase recycling, waste reduction, and product reuse.

Integrated Waste Management P23.2 Support projects, programs, policies and regulations to promote safe handling and disposal by households, businesses and City operations of solid waste which has specific disposal requirements.

Integrated Waste Management P23.3 Support projects, programs, policies and regulations to promote practices to reduce the amount of waste disposed in landfills.

Integrated Waste Management P23.4 Support projects, programs, policies and regulations to expand source separation and recycling opportunities to all households, businesses and City operations.

Integrated Waste Management P23.5 Support projects, programs, policies and regulations to develop neighborhood-serving, State-certified recycling facilities in neighborhoods and districts.

Integrated Waste Management P23.6 Support projects, programs, policies and regulations to evaluate ways to increase recycling and product reuse and reduce waste as part of community-based planning of Focus Areas.

Integrated Waste Management P23.7 Support projects, programs, policies and regulations to consider project level solid waste management needs at the site and building design stages.

Open Space and Natural
Resources
P24.1 Support projects, programs and policies to coordinate with existing regional park districts, the private sector and nonprofit institutions to manage and maintain regional open spaces.

Open Space and Natural
Resources
P24.2 Support projects, programs and policies to encourage the establishment of land trusts to help preserve significant open space within the region.

Open Space and Natural
Resources
P24.3 Support projects, programs, policies and regulations to increase access to and use of open space resources while respecting the natural environment.

Open Space and Natural
Resources
P24.4 Support projects, programs, policies and regulations to ensure that, when natural topography allows, public open spaces are accessible to people of all abilities.

Open Space and Natural
Resources
P24.5 Support projects, programs, policies and regulations to preserve areas of open space sufficient to meet the long-range needs of the City.

Open Space and Natural
Resources
P24.6 Support projects, programs, policies and regulations to manage open space watersheds to limit potential fire and erosion hazards.

Open Space and Natural
Resources
P24.7 Support projects, programs, policies and regulations to create open space as funding and other opportunities become available.

Open Space and Natural
Resources
P24.8 Support projects, programs, policies and regulations to preserve the environmentally sensitive areas of public open spaces.

Open Space and Natural
Resources
P24.9 Support projects, programs, policies and regulations to encourage diverse, environmentally-sensitive, passive open spaces.

Open Space and Natural
Resources
P24.10 Support projects, programs, policies and regulations to promote recreational trails and the bikeway system to link open spaces to public areas and neighborhoods.

Open Space and Natural
Resources
P24.11 Support projects, programs, policies and regulations to evaluate increasing urban and natural open spaces as part of community-based planning of Focus Areas.

Open Space and Natural
Resources
P24.12 Support projects, programs, policies and regulations to limit the construction of facilities in open space areas and to design necessary improvements, such as fire roads, access roads, and parking facilities, to minimize environmental impacts and maintain the visual qualities of the open space.

Open Space and Natural
Resources
P24.13 Support programs, policies and regulations to require maintenance of environmentally-sensitive areas by qualified/trained personnel and/or contractors.

Open Space and Natural
Resources
P25.1 Support regional and subregional efforts to conserve habitat for sensitive species and plant communities.

Open Space and Natural
Resources
P25.2 Support projects, programs, policies and regulations to preserve the City’s public creeks and lakes such as Tri City Lake, Bastanchury Greenbelt Creek, and Laguna Lake; pursue collaborative efforts to restore channelized portions of Brea Creek and Fullerton Creek. (See Chapter 16: Water for related policies and actions.) Open Space and Natural
Resources
P25.3 Support projects, programs, policies and regulations to comprehensively plan for, manage and promote trees throughout the City.

Open Space and Natural
Resources
P25.4 Support projects, programs, policies and regulations to promote and encourage residents and visitors to respect the natural environment of wildlife inhabiting and/or migrating to the City’s open spaces.

Open Space and Natural
Resources
P25.5 Support projects, programs, policies and regulations to manage development in areas containing significant or rare biological resources.

Appendix A - 13

TOPIC AREA POLICIES
GLOSSARY OF THE FULLERTON PLAN POLICIES IDENTIFIED IN "GENERAL PLAN ELEMENT SECTION/SUBSECTION" Open Space and Natural
Resources
P25.6 Support projects, programs, policies and regulations to preserve and enhance established conservation areas.

Open Space and Natural
Resources
P25.7 Support projects, programs, policies and regulations to consider and mitigate project level impacts to sensitive habitat areas at the site and building design stages.

Open Space and Natural
Resources
P25.8 Support projects, programs, policies and regulations to consider and mitigate project level impacts to public waterways at the site and building design stages.

Natural Hazards P26.1 Support projects, programs, policies and regulations to coordinate planning for and response to natural disasters with other agencies within the region.

Natural Hazards P26.2 Support projects, programs, policies and regulations to prepare to respond to natural disasters to the best of the City’s ability.

Natural Hazards P26.3 Support projects, programs, policies and regulations to consider natural hazard risks and mitigation as part of community-based planning of Focus Areas.

Natural Hazards P26.4 Support projects, programs, policies and regulations to discourage or limit development within areas that are vulnerable to natural disasters, particularly in areas with recurring damage and/or the presence of multiple natural hazards.

Natural Hazards P26.5 Support projects, programs, policies and regulations to utilize hazard specific development regulations to mitigate risks associated with identified potential natural hazards, including flooding, wildland fires, liquefaction, and landslides when development does occur.

Appendix A - 14

City Council - Successor Agency - Housing AuthorityJune 3, 2025

City Council - Successor Agency - Housing Authority
June 3, 2025